Common Challenges Districts Face on the Road to College Readiness:
|
|
- Felix Green
- 6 years ago
- Views:
Transcription
1 Common Challenges Districts Face on the Road to College Readiness: A Case Study Highlighting EXCELerator Districts Challenges, Strategies for Implementation and Results Introduction School districts are becoming increasingly focused on preparing all students for postsecondary success upon graduation. As a result, many seek guidance to identify critical issues and prioritize actions to address these issues. School districts have partnered with the College Board s EXCELerator Group by using the EXCELerator District Diagnostic to analyze strengths and challenges in a district s capacity to ensure college readiness. This case study reviews the district challenges most commonly identified by the District Diagnostic, presents strategies that selected EXCELerator districts implemented after the District Diagnostic to address these challenges, and describes each district s emerging results. Information in this case study was compiled from 11 District Diagnostic final reports. Additional information about implementation strategies and results was obtained from key district personnel and from publicly available information such as district websites and planning documents. EXCELerator has used the District Diagnostic to assess districts college readiness infrastructure since Eight key challenges emerged from EXCELerator s work in districts, and the top three are explored in more detail. Each of the top three challenges was addressed by at least one district, whose strategies are described in further detail. The EXCELerator District Diagnostic provides the most complete analysis of a district s capacity to ensure college readiness. The District Diagnostic assesses the district across five essential components: District Infrastructure Coherent Curriculum Assessments that Inform Student Academic Support Culture and Community The District Diagnostic findings are presented in a final District Diagnostic Report that includes identification of the critical issues facing the district s college readiness infrastructure, detailed evidence supporting EXCELerator s findings and specific recommendations for improvement.
2 What Is EXCELerator? The EXCELerator Group is a team of experts at the College Board focused on improving college readiness for all students, especially those who are traditionally underserved. We work with school districts using the EXCELerator Diagnostic Approach, a hands-on data-driven method that allows us to highly customize a set of services and professional development for each of our partner districts. How can EXCELerator help? The EXCELerator Group supports districts by offering a range of programs and services provided by professionals with school and district experience. EXCELerator uses its Diagnostic Approach to partner with district leaders to analyze and assess their current college readiness strategies and to implement programs to improve college readiness infrastructure. EXCELerator services currently include: District Diagnostic Program Analyses Implementation Services Professional Development Multiyear Partnership EXCELerator offers both comprehensive and targeted program analyses to make districts aware of their current capacity to ensure college readiness for all students. The District Diagnostic and Program Analyses are researchbased and use a variety of methods to gather information data and document reviews, district interviews and school visits. Frequency of Challenges Identified Through the EXCELerator District Diagnostic (Number of districts) Leaders are not engaged in a process of ongoing improvement 7 Clear college readiness goals and roles have not been established 5 Curriculum is not aligned to college readiness standards and expectations 4 Data to inform college readiness outcomes are not collected and used systematically No quality assurance for curriculum implementation and monitoring Lack of consistent college readiness expectations to support district goals Lack of focus on assessments to inform instruction Professional development does not build capacity
3 CHALLENGE: District and School Leaders Were Not Engaged in Ongoing Improvement EXCELerator District #1 Understanding the Challenge: The most common challenge identified in EXCELerator districts is the absence of an improvement process. EXCELerator calls this practice ongoing improvement: collecting and analyzing information to inform planning, do more of what s working and abandon programs that are not working. Many districts implement ongoing improvement steps but fall short of implementing a cycle to continuously evaluate progress. The District Diagnostic framework emphasizes the importance of a district s ongoing improvement practices, which are characterized by the following hallmarks: Collecting and reviewing various types of data systematically Understanding the effectiveness of programs and monitoring progress toward goals Revising plans and strategies according to data analysis Implementing formal processes to collect and use stakeholder feedback Collaborating with all stakeholders regularly around data Identifying and sharing best practices and abandoning ineffective practices District Strategy: Striving to achieve consistency across all schools, one EXCELerator district s leaders made several noteworthy districtwide shifts, particularly in curriculum and instruction, which provided a strong foundation for ongoing improvement practices. District leaders: Implemented a common rigorous curriculum in all middle and high schools in English language arts and math based on the district s recognition that curricula lacked college readiness skills and standards Trained all teachers in curriculum implementation and provided support to teachers through regional coaches to provide peer feedback Developed formative assessments that measure student progress at regular intervals as a tool for the monitoring process Created accountability for consistent curriculum implementation, both by collecting feedback from users and providing feedback for improvement District Results: The district successfully systematized a process for ongoing improvement. With a stronger curriculum foundation in place, district educators built and implemented tools and processes needed to enable teachers to provide more rigorous instruction. Because district leaders were able to implement a common curriculum with processes to continually review and revise content and instruction, they were able to build ongoing improvement practices that have allowed them to: Implement data-based decision making as a standard practice across the district Build common, regular, formative indicators of student progress Respond quickly to data to inform instruction and to connect students with appropriate supports Create an equitable access policy for all students to partake in rigorous courses Establish professional learning communities for teachers Achieve higher AP enrollment rates while maintaining or increasing AP performance
4 CHALLENGE: Clear College Readiness Goals and Roles Have Not Been Established EXCELerator District #2 Understanding the Challenge: The district lacked clear college readiness goals that were understood by all stakeholders in the district. College readiness goals are a fundamental building block of a district s college readiness infrastructure. Strong college readiness goals that are communicated regularly supply the vision for all students in the district and provide the end result toward which leaders, teachers, students and families continually strive. To establish clear college readiness goals and roles, districts generally: Agree on the importance of college readiness above and beyond college eligibility for all students Collaboratively set college readiness goals aligned to a vision or mission statement connected to college readiness Develop a common understanding of college readiness goals, from the central office to schools to classrooms Align roles and responsibilities to support achievement of the college readiness goals Robust college readiness goals generally reflect nonnegotiable student achievement targets and access to rigorous course work for ALL students. Goals must also make provisions for professional development and support resources for educators. District Strategy: EXCELerator recommended that district leaders allocate time with their leadership team to develop and clarify their college readiness goals, begin to translate the goals into strategies, and create communication and implementation plans to support these goals. In response, approximately 25 district leaders, including central office staff, principals and assistant principals, and teacher leaders, participated in a four-day retreat facilitated by EXCELerator staff over the course of two months. Key objectives of the leadership retreat included: Develop explicit, nonnegotiable college readiness goals, benchmarks and indicators Define core messages that communicate expectations for equitable access to college readiness resources for all students and empower leaders to implement the district improvement plan Analyze strategies to meaningfully engage all staff in understanding the importance of college readiness initiatives and ensure buy-in from all staff members Implement outreach strategies to meaningfully engage the district community in understanding the importance of college readiness initiatives Critique the district s instructional and curricular documents on their alignment to college readiness standards Create professional development for schoolbased professionals grounded in college readiness research on how to effectively use data to change classroom practice District Results: The district recently launched a multiyear district improvement plan, including a district vision statement referencing college completion for all students. Over a multiyear curriculum improvement cycle, the district will implement a curriculum in core content areas that explicitly reflects college readiness competencies. The district continues to focus on communicating college readiness messages and ensuring that all stakeholders understand their responsibilities in supporting college readiness for all students. Results are still emerging as the district rolls out its communication plan during the school year. 4
5 CHALLENGE: Curriculum Was Not Aligned to College Readiness Standards and Expectations EXCELerator District # Understanding the Challenge: This EXCELerator district did not have a common curriculum across schools, and few curriculum practices and programs reflected college readiness standards. The direct links between curriculum and instruction and college readiness cannot be overstated. Ensuring that all students participate in a rigorous, common curriculum that includes a variety of components supporting content learning and skills mastery is fundamental to the goal of college readiness for all high school graduates. Features of an aligned college-ready curriculum include: Content that is mapped to state and/or Common Core State Standards Vertical alignment across grades and content areas Common tasks embedded with key cognitive strategies: important metacognitive capabilities that students use to learn, understand, retain and apply content across disciplines Consistent curriculum implementation across schools High-quality professional development on curriculum implementation and instructional strategies Common observation tools for administrators and/or peers to use to provide feedback to teachers Opportunities to collect feedback about curricular improvements District Strategy: The district provided a four-day professional development summer institute, facilitated by EXCELerator leaders, for teachers and school administrators to develop vertically aligned curriculum maps for middle and high school grades in English language arts and social studies. More than 100 participants worked together during the institute to map content both state content standards and national Common Core State Standards by course into 10-month plans, which also reflected the key cognitive strategies and the essential learning experiences students need in order to be prepared for college-level course work. Teachers and administrators came to a consensus around the types of knowledge and experiences students needed and developed an understanding of what being successful in courses like AP looks like. At the end of the institute, district curriculum leaders shared the curriculum maps with teachers across the district for implementation the following fall. Additionally, participants demonstrated an increased comfort level with all of the components of the district s curriculum maps: state content standards; Common Core State Standards; units of study; essential learning experiences; and assessments. District Results: A subgroup of the professional development institute participants reconvened periodically throughout the first year to discuss the strengths and challenges of implementation. The district s curriculum maps were enhanced to include district-developed formative benchmark assessments in secondary grades and courses. A common instructional framework was also developed and incorporated into the district s professional learning opportunities. Finally, the district extended its curriculum work by offering a second professional development summer institute in which school teams of teachers and administrators analyzed student work in English language arts and social studies. Participants learned how to monitor the development of key cognitive strategies and key content knowledge in students work during classroom observations and through a collaborative process with teachers. 5
6 Recommendations EXCELerator districts have made an investment in the goal of college readiness for all students by engaging in the District Diagnostic. It is critical that districts sustain the focus on improving college readiness, which can be particularly challenging in an era of limited resources and competing priorities. Based on its experiences in nearly 20 districts, EXCELerator offers the following guidelines: District needs are great and must be prioritized. In addition to identifying all the needs of students academic, social-emotional, health and wellness, family involvement district leaders should prioritize high-need areas and address challenges through swift, deliberate and data-based strategies. Although attempting to chip away at all priorities may appear to be a comprehensive strategy, districts risk the mile wide, inch deep implementation of too many initiatives. Increase capacity by supporting adult learning and development. School and district leaders have developed the capacity to track performance metrics in the era of accountability. Most metrics relate to the outcomes educators want for students the nonnegotiable student results that give meaning to districts college readiness visions. Fewer districts develop an understanding of how the adults in the system must change their practice in order to support these essential student outcomes. Creating clear expectations and support for teachers, administrators, staff and families results in more coherent and connected strategies. Emphasize that college readiness is a longer-term goal. Demonstrating progress on annual state tests is an important objective. Preparing all students to be college ready, above and beyond college eligible, will take more commitment and resources than demonstrating progress toward content standards alone. District leaders will benefit from educating and involving all stakeholders in the process and generating community support for a long-term commitment. To learn more about EXCELerator, please visit excelerator.collegeboard.org The College Board. College Board, AP and the acorn logo are registered trademarks of the College Board. EXCELerator is a trademark owned by the College Board. All other products and services may be trademarks of their respective owners. Visit the College Board on the Web: 12b
School Leadership Rubrics
School Leadership Rubrics The School Leadership Rubrics define a range of observable leadership and instructional practices that characterize more and less effective schools. These rubrics provide a metric
More informationEarly Warning System Implementation Guide
Linking Research and Resources for Better High Schools betterhighschools.org September 2010 Early Warning System Implementation Guide For use with the National High School Center s Early Warning System
More informationSelf Assessment. InTech Collegiate High School. Jason Stanger, Director 1787 Research Park Way North Logan, UT
Jason Stanger, Director 1787 Research Park Way North Logan, UT 84341-5600 Document Generated On June 13, 2016 TABLE OF CONTENTS Introduction 1 Standard 1: Purpose and Direction 2 Standard 2: Governance
More informationApplying Florida s Planning and Problem-Solving Process (Using RtI Data) in Virtual Settings
Applying Florida s Planning and Problem-Solving Process (Using RtI Data) in Virtual Settings As Florida s educational system continues to engage in systemic reform resulting in integrated efforts toward
More informationSTUDENT ASSESSMENT, EVALUATION AND PROMOTION
300-37 Administrative Procedure 360 STUDENT ASSESSMENT, EVALUATION AND PROMOTION Background Maintaining a comprehensive system of student assessment and evaluation is an integral component of the teaching-learning
More informationFinal Teach For America Interim Certification Program
Teach For America Interim Certification Program Program Rubric Overview The Teach For America (TFA) Interim Certification Program Rubric was designed to provide formative and summative feedback to TFA
More informationSTANDARDS AND RUBRICS FOR SCHOOL IMPROVEMENT 2005 REVISED EDITION
Arizona Department of Education Tom Horne, Superintendent of Public Instruction STANDARDS AND RUBRICS FOR SCHOOL IMPROVEMENT 5 REVISED EDITION Arizona Department of Education School Effectiveness Division
More informationAtlas Reports for NYC Quality Review & PPO 1.1 Ensure engaging, rigorous, and coherent curricula in all subjects a. Common Core Standards Analysis report for ELA & Math alignments in Grades 6-8 Atlas Reports
More informationFreshman On-Track Toolkit
The Network for College Success Freshman On-Track Toolkit 2nd Edition: July 2017 I Table of Contents About the Network for College Success NCS Core Values and Beliefs About the Toolkit Toolkit Organization
More informationK-12 PROFESSIONAL DEVELOPMENT
Fall, 2003 Copyright 2003 College Entrance Examination Board. All rights reserved. College Board, Advanced Placement Program, AP, AP Vertical Teams, APCD, Pacesetter, Pre-AP, SAT, Student Search Service,
More informationNew Jersey Department of Education World Languages Model Program Application Guidance Document
New Jersey Department of Education 2018-2020 World Languages Model Program Application Guidance Document Please use this guidance document to help you prepare for your district s application submission
More informationDefinitions for KRS to Committee for Mathematics Achievement -- Membership, purposes, organization, staffing, and duties
158.842 Definitions for KRS 158.840 to 158.844 -- Committee for Mathematics Achievement -- Membership, purposes, organization, staffing, and duties of committee -- Report to Interim Joint Committee on
More informationThe Oregon Literacy Framework of September 2009 as it Applies to grades K-3
The Oregon Literacy Framework of September 2009 as it Applies to grades K-3 The State Board adopted the Oregon K-12 Literacy Framework (December 2009) as guidance for the State, districts, and schools
More informationDelaware Performance Appraisal System Building greater skills and knowledge for educators
Delaware Performance Appraisal System Building greater skills and knowledge for educators DPAS-II Guide for Administrators (Assistant Principals) Guide for Evaluating Assistant Principals Revised August
More informationReference to Tenure track faculty in this document includes tenured faculty, unless otherwise noted.
PHILOSOPHY DEPARTMENT FACULTY DEVELOPMENT and EVALUATION MANUAL Approved by Philosophy Department April 14, 2011 Approved by the Office of the Provost June 30, 2011 The Department of Philosophy Faculty
More informationCopyright Corwin 2015
2 Defining Essential Learnings How do I find clarity in a sea of standards? For students truly to be able to take responsibility for their learning, both teacher and students need to be very clear about
More informationNC Global-Ready Schools
NC Global-Ready Schools Implementation Rubric August 2017 North Carolina Department of Public Instruction Global-Ready Schools Designation NC Global-Ready School Implementation Rubric K-12 Global competency
More informationGUIDE TO EVALUATING DISTANCE EDUCATION AND CORRESPONDENCE EDUCATION
GUIDE TO EVALUATING DISTANCE EDUCATION AND CORRESPONDENCE EDUCATION A Publication of the Accrediting Commission For Community and Junior Colleges Western Association of Schools and Colleges For use in
More informationFocus on. Learning THE ACCREDITATION MANUAL 2013 WASC EDITION
Focus on Learning THE ACCREDITATION MANUAL ACCREDITING COMMISSION FOR SCHOOLS, WESTERN ASSOCIATION OF SCHOOLS AND COLLEGES www.acswasc.org 10/10/12 2013 WASC EDITION Focus on Learning THE ACCREDITATION
More informationState Parental Involvement Plan
A Toolkit for Title I Parental Involvement Section 3 Tools Page 41 Tool 3.1: State Parental Involvement Plan Description This tool serves as an example of one SEA s plan for supporting LEAs and schools
More informationBureau of Teaching and Learning Support Division of School District Planning and Continuous Improvement GETTING RESULTS
PENNSYLVANIA DEPARTMENT OF EDUCATION A Framework for Continuous School Improvement Planning (Summer 2009) GETTING RESULTS Continuous School Improvement Plan Gen 6-2 Year Plan Required for Schools in School
More informationStrategic Plan SJI Strategic Plan 2016.indd 1 4/14/16 9:43 AM
Strategic Plan SJI Strategic Plan 2016.indd 1 Plan Process The Social Justice Institute held a retreat in December 2014, guided by Starfish Practice. Starfish Practice used an Appreciative Inquiry approach
More informationCalifornia Professional Standards for Education Leaders (CPSELs)
Standard 1 STANDARD 1: DEVELOPMENT AND IMPLEMENTATION OF A SHARED VISION Education leaders facilitate the development and implementation of a shared vision of learning and growth of all students. Element
More informationCONNECTICUT GUIDELINES FOR EDUCATOR EVALUATION. Connecticut State Department of Education
CONNECTICUT GUIDELINES FOR EDUCATOR EVALUATION Connecticut State Department of Education October 2017 Preface Connecticut s educators are committed to ensuring that students develop the skills and acquire
More informationShort Term Action Plan (STAP)
Short Term Action Plan (STAP) 10/14/2017 1 Managing Complex Change Vision Skills Incentives Resources Action Plan Assessment Meaningful Change Skills Incentives Resources Action Plan Assessment Confusion
More informationA Systems Approach to Principal and Teacher Effectiveness From Pivot Learning Partners
A Systems Approach to Principal and Teacher Effectiveness From Pivot Learning Partners About Our Approach At Pivot Learning Partners (PLP), we help school districts build the systems, structures, and processes
More informationGetting Results Continuous Improvement Plan
Page of 9 9/9/0 Department of Education Market Street Harrisburg, PA 76-0 Getting Results Continuous Improvement Plan 0-0 Principal Name: Ms. Sharon Williams School Name: AGORA CYBER CS District Name:
More informationACADEMIC AFFAIRS GUIDELINES
ACADEMIC AFFAIRS GUIDELINES Section 8: General Education Title: General Education Assessment Guidelines Number (Current Format) Number (Prior Format) Date Last Revised 8.7 XIV 09/2017 Reference: BOR Policy
More information$0/5&/5 '"$*-*5"503 %"5" "/"-:45 */4536$5*0/"- 5&$)/0-0(: 41&$*"-*45 EVALUATION INSTRUMENT. &valuation *nstrument adopted +VOF
$0/5&/5 '"$*-*5"503 %"5" "/"-:45 */4536$5*0/"- 5&$)/0-0(: 41&$*"-*45 EVALUATION INSTRUMENT &valuation *nstrument adopted +VOF ROCKWOOD SCHOOL DISTRICT CONTENT FACILITATOR, DATA ANALYST, AND INSTRUCTIONAL
More informationExecutive Summary. Walker County Board of Education. Dr. Jason Adkins, Superintendent 1710 Alabama Avenue Jasper, AL 35501
Dr. Jason Adkins, Superintendent 1710 Alabama Avenue Jasper, AL 35501 Document Generated On November 3, 2016 TABLE OF CONTENTS Introduction 1 Description of the School System 2 System's Purpose 4 Notable
More informationExpanded Learning Time Expectations for Implementation
I. ELT Design is Driven by Focused School-wide Priorities The school s ELT design (schedule, staff, instructional approaches, assessment systems, budget) is driven by no more than three school-wide priorities,
More informationPublic School Choice DRAFT
Public School Choice DRAFT Why Public School Choice? The educational ecosystem continues to see different types of schools and instructional choices being offered by private schools, charter organizations,
More informationISD 2184, Luverne Public Schools. xcvbnmqwertyuiopasdfghjklzxcv. Local Literacy Plan bnmqwertyuiopasdfghjklzxcvbn
qwertyuiopasdfghjklzxcvbnmqw ertyuiopasdfghjklzxcvbnmqwert yuiopasdfghjklzxcvbnmqwertyui opasdfghjklzxcvbnmqwertyuiopa sdfghjklzxcvbnmqwertyuiopasdf ghjklzxcvbnmqwertyuiopasdfghj klzxcvbnmqwertyuiopasdfghjklz
More informationIndicators Teacher understands the active nature of student learning and attains information about levels of development for groups of students.
Domain 1- The Learner and Learning 1a: Learner Development The teacher understands how learners grow and develop, recognizing that patterns of learning and development vary individually within and across
More informationDavidson College Library Strategic Plan
Davidson College Library Strategic Plan 2016-2020 1 Introduction The Davidson College Library s Statement of Purpose (Appendix A) identifies three broad categories by which the library - the staff, the
More informationDeveloping an Assessment Plan to Learn About Student Learning
Developing an Assessment Plan to Learn About Student Learning By Peggy L. Maki, Senior Scholar, Assessing for Learning American Association for Higher Education (pre-publication version of article that
More informationFlorida Reading for College Success
Core provides an English curriculum focused on developing the mastery of skills identified as critical to postsecondary readiness in reading. This single semester elective aligns to Florida's Postsecondary
More informationUtfordringer for naturfagene, spesielt knyttet til progresjon. Doris Jorde Naturfagsenteret
Utfordringer for naturfagene, spesielt knyttet til progresjon Doris Jorde Naturfagsenteret water Why Science? food climate energy health National Research Council The overarching goal of our framework
More informationWhat does Quality Look Like?
What does Quality Look Like? Directions: Review the new teacher evaluation standards on the left side of the table and brainstorm ideas with your team about what quality would look like in the classroom.
More informationVOL VISION 2020 STRATEGIC PLAN IMPLEMENTATION
VOL VISION 2020 STRATEGIC PLAN IMPLEMENTATION CONTENTS Vol Vision 2020 Summary Overview Approach Plan Phase 1 Key Initiatives, Timelines, Accountability Strategy Dashboard Phase 1 Metrics and Indicators
More informationMeasuring Efficiency in English Schools, Techniques, Policy Implications and Practicalities
Measuring Efficiency in English Schools, Techniques, Policy Implications and Practicalities Darren Pigg and Andrew Webster Value for Money Unit UK Department for Education and Skills Structure The function
More informationSocial Emotional Learning in High School: How Three Urban High Schools Engage, Educate, and Empower Youth
SCOPE ~ Executive Summary Social Emotional Learning in High School: How Three Urban High Schools Engage, Educate, and Empower Youth By MarYam G. Hamedani and Linda Darling-Hammond About This Series Findings
More informationWorld s Best Workforce Plan
2017-18 World s Best Workforce Plan District or Charter Name: PiM Arts High School, 4110-07 Contact Person Name and Position Matt McFarlane, Executive Director In accordance with Minnesota Statutes, section
More informationMath Pathways Task Force Recommendations February Background
Math Pathways Task Force Recommendations February 2017 Background In October 2011, Oklahoma joined Complete College America (CCA) to increase the number of degrees and certificates earned in Oklahoma.
More informationThe Teaching and Learning Center
The Teaching and Learning Center Created in Fall 1996 with the aid of a federal Title III grant, the purpose of LMC s Teaching and Learning Center (TLC) is to introduce new teaching methods and classroom
More informationPolitics and Society Curriculum Specification
Leaving Certificate Politics and Society Curriculum Specification Ordinary and Higher Level 1 September 2015 2 Contents Senior cycle 5 The experience of senior cycle 6 Politics and Society 9 Introduction
More informationPromotion and Tenure Guidelines. School of Social Work
Promotion and Tenure Guidelines School of Social Work Spring 2015 Approved 10.19.15 Table of Contents 1.0 Introduction..3 1.1 Professional Model of the School of Social Work...3 2.0 Guiding Principles....3
More informationHigher Education Review (Embedded Colleges) of Navitas UK Holdings Ltd. Hertfordshire International College
Higher Education Review (Embedded Colleges) of Navitas UK Holdings Ltd April 2016 Contents About this review... 1 Key findings... 2 QAA's judgements about... 2 Good practice... 2 Theme: Digital Literacies...
More informationCREATING SAFE AND INCLUSIVE SCHOOLS: A FRAMEWORK FOR SELF-ASSESSMENT. Created by: Great Lakes Equity Center
CREATING SAFE AND INCLUSIVE SCHOOLS: A FRAMEWORK FOR SELF-ASSESSMENT Created by: Great Lakes Equity Center May 2015 About Great Lakes Equity Center Great Lakes Equity Center is one of ten regional Equity
More informationLEAD AGENCY MEMORANDUM OF UNDERSTANDING
LEAD AGENCY MEMORANDUM OF UNDERSTANDING The Memorandum of Understanding (MOU) describes and confirms an Agreement between Lincoln Public Schools / Lincoln Community Learning Centers (CLC) and. The purpose
More informationPyramid. of Interventions
Pyramid of Interventions Introduction to the Pyramid of Interventions Quick Guide A system of academic and behavioral support for ALL learners Cincinnati Public Schools is pleased to provide you with our
More informationExecutive Summary. Laurel County School District. Dr. Doug Bennett, Superintendent 718 N Main St London, KY
Dr. Doug Bennett, Superintendent 718 N Main St London, KY 40741-1222 Document Generated On January 13, 2014 TABLE OF CONTENTS Introduction 1 Description of the School System 2 System's Purpose 4 Notable
More informationInnovating Toward a Vibrant Learning Ecosystem:
KnowledgeWorks Forecast 3.0 Innovating Toward a Vibrant Learning Ecosystem: Ten Pathways for Transforming Learning Katherine Prince Senior Director, Strategic Foresight, KnowledgeWorks KnowledgeWorks Forecast
More informationSECTION I: Strategic Planning Background and Approach
JOHNS CREEK HIGH SCHOOL STRATEGIC PLAN SY 2014/15 SY 2016/17 APPROVED AUGUST 2014 SECTION I: Strategic Planning Background and Approach In May 2012, the Georgia Board of Education voted to make Fulton
More information10/6/2017 UNDERGRADUATE SUCCESS SCHOLARS PROGRAM. Founded in 1969 as a graduate institution.
UNDERGRADUATE SUCCESS SCHOLARS PROGRAM THE UNIVERSITY OF TEXAS AT DALLAS Founded in 1969 as a graduate institution. Began admitting upperclassmen in 1975 and began admitting underclassmen in 1990. 1 A
More informationInternational School of Kigali, Rwanda
International School of Kigali, Rwanda Engaging Individuals Encouraging Success Enriching Global Citizens Parent Guide to the Grade 3 Curriculum International School of Kigali, Rwanda Guiding Statements
More informationExecutive Summary. Osan High School
Pacific: Korea Mr. Morgan Nugent, Principal Unit 2037 APO, AP 96278-2039 Document Generated On December 9, 2014 TABLE OF CONTENTS Introduction 1 Description of the School 2 School's Purpose 3 Notable Achievements
More informationImplementing Response to Intervention (RTI) National Center on Response to Intervention
Implementing (RTI) Session Agenda Introduction: What is implementation? Why is it important? (NCRTI) Stages of Implementation Considerations for implementing RTI Ineffective strategies Effective strategies
More informationIMPORTANT STEPS WHEN BUILDING A NEW TEAM
IMPORTANT STEPS WHEN BUILDING A NEW TEAM This article outlines essential steps in forming a new team. These steps are also useful for existing teams that are interested in assessing their format and effectiveness.
More informationQueensborough Public Library (Queens, NY) CCSS Guidance for TASC Professional Development Curriculum
CCSS Guidance for TASC Professional Development Curriculum Queensborough Public Library (Queens, NY) DRAFT Version 1 5/19/2015 CCSS Guidance for NYSED TASC Curriculum Development Background Victory Productions,
More informationThe 21st Century Principal
THE DEPARTMENT OF DEFENSE EDUCATION ACTIVITY: DODEA The 21st Century Principal 21st Century Teaching, Learning, and Leading 21st Century Technical Work Group 1/7/2014 This document contains the four leadership
More informationMinnesota s Consolidated State Plan Under the Every Student Succeeds Act (ESSA)
Minnesota s Consolidated State Plan Under the Every Student Succeeds Act (ESSA) To be submitted to the U.S. Department of Education in September 2017 IMPORTANT NOTE: This is an early draft prepared for
More informationNORTH CAROLINA STATE BOARD OF EDUCATION Policy Manual
NORTH CAROLINA STATE BOARD OF EDUCATION Policy Manual Policy Identification Priority: Twenty-first Century Professionals Category: Qualifications and Evaluations Policy ID Number: TCP-C-006 Policy Title:
More informationWelcome to the session on ACCUPLACER Policy Development. This session will touch upon common policy decisions an institution may encounter during the
Welcome to the session on ACCUPLACER Policy Development. This session will touch upon common policy decisions an institution may encounter during the development or reevaluation of a placement program.
More informationUniversity of Toronto
University of Toronto OFFICE OF THE VICE PRESIDENT AND PROVOST Governance and Administration of Extra-Departmental Units Interdisciplinarity Committee Working Group Report Following approval by Governing
More informationLearn & Grow. Lead & Show
Learn & Grow Lead & Show LAKE WINDWARD ELEMENTARY STRATEGIC PLAN SY 2015/16 SY 2017/18 APPROVED AUGUST 2015 SECTION I. Strategic Planning Background and Approach In May 2012, the Georgia Board of Education
More information2020 Strategic Plan for Diversity and Inclusive Excellence. Six Terrains
2020 Strategic Plan for Diversity and Inclusive Excellence Six Terrains The University of San Diego 2020 Strategic Plan for Diversity and Inclusive Excellence identifies six terrains that establish vision
More informationONTARIO FOOD COLLABORATIVE
ONTARIO FOOD COLLABORATIVE Strategic Plan 2016-2018 Table of Contents Introduction and Background... 3 Collaborative Members... 3 Vision and Mission... 3 Statement of Core Principles... 3 Collaborative
More informationEDUCATIONAL ATTAINMENT
EDUCATIONAL ATTAINMENT By 2030, at least 60 percent of Texans ages 25 to 34 will have a postsecondary credential or degree. Target: Increase the percent of Texans ages 25 to 34 with a postsecondary credential.
More informationSTUDENT EXPERIENCE a focus group guide
STUDENT EXPERIENCE a focus group guide September 16, 2016 Overview Participation Thank you for agreeing to participate in an Energizing Eyes High focus group session. We have received research ethics approval
More informationStakeholder Engagement and Communication Plan (SECP)
Stakeholder Engagement and Communication Plan (SECP) Summary box REVIEW TITLE 3ie GRANT CODE AUTHORS (specify review team members who have completed this form) FOCAL POINT (specify primary contact for
More informationSidney Sawyer Elementary School
Midway Elementary Network 5248 S Sawyer Ave Chicago, IL 60632 ISBE ID: 150162990252435 School ID: 610157 Oracle ID: 25231 Mission Statement is dedicated to setting high expectations for all students and
More informationIndiana Collaborative for Project Based Learning. PBL Certification Process
Indiana Collaborative for Project Based Learning ICPBL Certification mission is to PBL Certification Process ICPBL Processing Center c/o CELL 1400 East Hanna Avenue Indianapolis, IN 46227 (317) 791-5702
More informationGoal #1 Promote Excellence and Expand Current Graduate and Undergraduate Programs within CHHS
Goal #1 Promote Excellence and Expand Current Graduate and Undergraduate Programs within CHHS Objectives Actions Outcome Responsibility Objective 1 Develop innovative alternative methodologies for educational
More informationÉCOLE MANACHABAN MIDDLE SCHOOL School Education Plan May, 2017 Year Three
ÉCOLE MANACHABAN MIDDLE SCHOOL 2015-2019 School Education Plan May, 2017 Year Three MESSAGE FROM SCHOOL PRINCIPAL In support of Rocky View Schools vision to ensure students are literate and numerate and
More informationMAINTAINING CURRICULUM CONSISTENCY OF TECHNICAL AND VOCATIONAL EDUCATIONAL PROGRAMS THROUGH TEACHER DESIGN TEAMS
Man In India, 95(2015) (Special Issue: Researches in Education and Social Sciences) Serials Publications MAINTAINING CURRICULUM CONSISTENCY OF TECHNICAL AND VOCATIONAL EDUCATIONAL PROGRAMS THROUGH TEACHER
More informationTeacher Development to Support English Language Learners in the Context of Common Core State Standards
Teacher Development to Support English Language Learners in the Context of Common Core State Standards María Santos, Oakland Unified School District Linda Darling-Hammond, Stanford University Tina Cheuk,
More informationExecutive Summary. Palencia Elementary
Saint Johns County School District Mr. Don Campbell, Principal 355 Palencia Village Drive Saint Augustine, FL 32095 Document Generated On March 6, 2013 TABLE OF CONTENTS Introduction 1 Description of the
More informationStrategic Planning for Retaining Women in Undergraduate Computing
for Retaining Women Workbook An NCWIT Extension Services for Undergraduate Programs Resource Go to /work.extension.html or contact us at es@ncwit.org for more information. 303.735.6671 info@ncwit.org Strategic
More informationEducational Quality Assurance Standards. Residential Juvenile Justice Commitment Programs DRAFT
Educational Quality Assurance Standards Residential Juvenile Justice Commitment Programs 2009 2010 Bureau of Exceptional Education and Student Services Division of K-12 Public Schools Florida Department
More informationColorado s Unified Improvement Plan for Schools for Online UIP Report
Colorado s Unified Improvement Plan for Schools for 2015-16 Online UIP Report Organization Code: 2690 District Name: PUEBLO CITY 60 Official 2014 SPF: 1-Year Executive Summary How are students performing?
More informationCollegiate Academies Response to Livingston School Facility RFA Submitted January 23, 2015
Collegiate Academies Response to Livingston School Facility RFA Submitted January 23, 2015! I. APPLICANT INFORMATION Please provide the information below. Name of charter operator Application contact name
More informationADDENDUM 2016 Template - Turnaround Option Plan (TOP) - Phases 1 and 2 St. Lucie Public Schools
ADDENDUM 2016 Template - Turnaround Option Plan (TOP) - Phases 1 and 2 St. Lucie Public Schools The district requests an additional year to implement the previously approved turnaround option. Evidence
More informationSchool Balanced Scorecard 2.0 (Single Plan for Student Achievement)
School Balanced Scorecard 2.0 (Single Plan for Student Achievement) School Name: A. P. Giannini Middle School 1: Access and Equity- Make Social Justice a Reality What does this goal mean at your school?
More informationConnecting to the Big Picture: An Orientation to GEAR UP
Connecting to the Big Picture: An Orientation to GEAR UP About the National Council for Community and Education Partnerships (NCCEP) Our mission is to build the capacity of communities to ensure that underserved
More informationWhat is PDE? Research Report. Paul Nichols
What is PDE? Research Report Paul Nichols December 2013 WHAT IS PDE? 1 About Pearson Everything we do at Pearson grows out of a clear mission: to help people make progress in their lives through personalized
More informationRace to the Top (RttT) Monthly Report for US Department of Education (USED) NC RttT February 2014
Race to the Top (RttT) Monthly Report for US Department of Education (USED) NC RttT February 2014 Please provide information in the following areas: Activities completed this month Activities projected
More informationDenver Public Schools
2017 Candidate Surveys Denver Public Schools Denver School Board District 4: Northeast DPS District 4 - Introduction School board elections offer community members the opportunity to reflect on the state
More informationMaximizing Learning Through Course Alignment and Experience with Different Types of Knowledge
Innov High Educ (2009) 34:93 103 DOI 10.1007/s10755-009-9095-2 Maximizing Learning Through Course Alignment and Experience with Different Types of Knowledge Phyllis Blumberg Published online: 3 February
More informationYour Guide to. Whole-School REFORM PIVOT PLAN. Strengthening Schools, Families & Communities
Your Guide to Whole-School REFORM PIVOT PLAN Strengthening Schools, Families & Communities Why a Pivot Plan? In order to tailor our model of Whole-School Reform to recent changes seen at the federal level
More informationPriorities for CBHS Draft 8/22/17
Priorities for CBHS 2017-18 - Draft 8/22/17 Preserve, Deepen and Grow Mission for Faculty Cultivate and sustain excellent, Expeditionary Learning teachers. Educate each student to meet rigorous, vital
More informationContract Language for Educators Evaluation. Table of Contents (1) Purpose of Educator Evaluation (2) Definitions (3) (4)
Table of Contents (1) Purpose of Educator Evaluation (2) Definitions (3) (4) Evidence Used in Evaluation Rubric (5) Evaluation Cycle: Training (6) Evaluation Cycle: Annual Orientation (7) Evaluation Cycle:
More informationDelaware Performance Appraisal System Building greater skills and knowledge for educators
Delaware Performance Appraisal System Building greater skills and knowledge for educators DPAS-II Guide (Revised) for Teachers Updated August 2017 Table of Contents I. Introduction to DPAS II Purpose of
More informationAPPENDIX A-13 PERIODIC MULTI-YEAR REVIEW OF FACULTY & LIBRARIANS (PMYR) UNIVERSITY OF MASSACHUSETTS LOWELL
APPENDIX A-13 PERIODIC MULTI-YEAR REVIEW OF FACULTY & LIBRARIANS (PMYR) UNIVERSITY OF MASSACHUSETTS LOWELL PREAMBLE The practice of regular review of faculty and librarians based upon the submission of
More informationsuccess. It will place emphasis on:
1 First administered in 1926, the SAT was created to democratize access to higher education for all students. Today the SAT serves as both a measure of students college readiness and as a valid and reliable
More informationABET Criteria for Accrediting Computer Science Programs
ABET Criteria for Accrediting Computer Science Programs Mapped to 2008 NSSE Survey Questions First Edition, June 2008 Introduction and Rationale for Using NSSE in ABET Accreditation One of the most common
More informationPortfolio-Based Language Assessment (PBLA) Presented by Rebecca Hiebert
Portfolio-Based Language Assessment (PBLA) Presented by Rebecca Hiebert Which part of Canada are you (A) Manitoba from? OR WHICH OTHER CANADIAN REGION? (B) The Atlantic Region - Newfoundland and Labrador,
More informationFORT HAYS STATE UNIVERSITY AT DODGE CITY
FORT HAYS STATE UNIVERSITY AT DODGE CITY INTRODUCTION Economic prosperity for individuals and the state relies on an educated workforce. For Kansans to succeed in the workforce, they must have an education
More informationLincoln School Kathmandu, Nepal
ISS Administrative Searches is pleased to announce Lincoln School Kathmandu, Nepal Seeks Elementary Principal Application Deadline: October 30, 2017 Visit the ISS Administrative Searches webpage to view
More informationHIGHLAND HIGH SCHOOL CREDIT FLEXIBILITY PLAN
HIGHLAND HIGH SCHOOL CREDIT FLEXIBILITY PLAN TABLE OF CONTENTS Overview 1 Eligible Credit Flexibility Plans 2 Earned Credit from Credit Flexibility Plans 2 Student Athletes 3 Application Process 3 Final
More information