ppsd is on the move! celebrating progress & looking to the future school board meeting august...
Post on 26-Dec-2015
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Our Theory of Action
IF we develop and retain effective school leaders and teachers, AND IF we differentiate the necessary resources and services to each school,AND IF our school leaders and teachers are responsible for individual student
outcomes,THEN our schools will effectively serve every child.
The PPSD theory of action is a statement about our beliefs that drives our work:
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Our Strategic Priorities 2013-14
These 4 strategies will create or improve our ability to tailor support and resources for schools. These strategies will improve district-wide systems and provide data for increased accountability.
1. Negotiate breakthrough contracts2. Develop coherent assessment and data monitoring systems3. Design and implement a system-wide accountability
framework4. Revise critical business processes related to student
enrollment and assignment
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Our Strategic Priorities 2013-14
These 5 strategies build on the foundation laid by the first 4 to open the door to effective teaching and learning in every school, for every teacher and student.
1. Redesign professional development strategy and resources to maximize job-embedded learning
2. Create a robust professional development strategy for school leaders
3. Implement new teacher and school leader induction programs
4. Effectively implement teacher and school leader evaluation systems
5. Revise the Innovation Zone to ensure scalability and sustainability of effective school improvement efforts
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We Also Pledge to Ingrain Three Practices into All of the Work We Do
Practices/Habits of Mind
Cultural Competency
Labor Management Collaboration
Building Powerful Partnerships
The Theory of Change Focuses on What Matters Most
Highly Effective
Educators
Student Centered
Instruction
Systems that Work
Highly Effective
Educators
Teacher Induction
Administrator Induction
PAR
Teacher and Admin. Evaluation
Differentiated PD for Leaders
Increased School-Based PD
New Principal Comp. Structure
Student Centered Learning
Enhanced Ac. Interventions
Access to Core Curric. for All
Restored El. Math Coaches
Diff. Supports to SchoolsRevised Innovation ZoneReorged DATsIncreased SB Control of PD
Systems that Work
Our Team is in Place
Position Control
Technology Skyward Underway New Smartboards More Wireless
Processes for ExecutionRoll-UpsWork Plan MonitoringQuarterly Retreats
Our Student Data Shows Improvement and We Need Even More
Metrics 2013 2014
Attendance 91% 92%
Chronic Absenteeism 32% 31%
4 Year Graduation Rate
65% 71%
Dropout Rate 17% 12%
Reading Proficiency 50% 49%
Math Proficiency 34% 32%
Annual Performance Measures
NECAP Reading & Math
• Scores relatively flat
• Substantial Increase in Gr. 4 Reading - 43% to 52% proficient
• Need to improve on steeper trajectory!
Closing Achievement Gaps
• Achievement gaps decreased
• Reading – Black, Hispanic and FRPL
• Math – same as above and students w IEPs
NECAP Highlights: Positive Trends in ReadingGrade 4
2012 2013 20140
10
20
30
40
50
60
70
80
90
100
All Grade 4Students with disabilitiesEnglish language learners
NECAP Highlights: Positive Trends in ReadingGrade 11
2012 2013 20140
10
20
30
40
50
60
70
80
90
100
All Grade 11Students with disabilitiesEnglish language learners
Annual Performance Measures
Increasing graduation rates
• The class of 2013 had the highest 4-year graduation rate since 2009 at 71.4%.
Falling dropout rates
• The dropout rate in PPSD has dropped from 20% in 2009 to 12% in 2013.
Graduation and Dropout Rates
Class Year 4-yearGrad Rate
5-yearGrad Rate
CumulativeGrad Rate
2009 66.5% 2.9% 69.4%
2010 68.3% 2.7% 71.0%
2011 66.1% 3.5% 69.6%
2012 65.5% 5.1% 70.6%
2013 71.4% N/A N/A
After two consecutive years of declining 4-year graduation rates, the Graduating Class of 2013 had the highest 4-year graduation rate since
2009 at 71.4%.
2009 2010 2011 2012 20130%
20%
40%
60%
80%
100%
20% 20% 19% 17% 12%
There has been a 3-year positive trend in the dropout rate, which was the lowest
since 2009 at 12%.
Interim Progress Measures
Attendance•The positive attendance trend we have seen over the past three years continues to show increased engagement and commitment by students and families
Absenteeism•Although chronic and excessive absenteeism are hard battles to fight, we are making progress on these fronts as well•We are committed to increasing the rate at which these numbers drop
2010-2011
2011-2012
2012-2013 2013-2014
PPSD 90.0% 90.7% 91.3% 91.6%
ES 92.7% 93.1% 93.1% 93.3%
MS 90.9% 91.5% 92.0% 92.6%
HS 84.7% 86.0% 86.8% 87.5%
2010-2011
2011-2012
2012-2013 2013-2014
PPSD 36.1% 32.3% 32.2% 30.7%
ES 26.4% 24.6% 26.0% 25.0%
MS 30.6% 28.7% 28.6% 25.8%
HS 55.5% 48.4% 46.3% 45.6%
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1. Negotiate breakthrough contracts that align to the district’s strategic priorities with competitive compensation packages.
2. Develop coherent assessment and data monitoring systems to improve instruction.
3. Design and implement a system-wide accountability framework.
4. Revise and improve critical business processes.
5. Effectively implement a teacher and school leader evaluation system to improve practice, increase accountability, and address employee needs.
6. Implement innovative, scalable and sustainable reform strategies that increase options for high quality education by providing flexible conditions and differentiated autonomy to Innovation Zone schools.
Our Strategic Priorities 2014-15Strategies 1-6 continue and deepen from last year
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Our Strategic PrioritiesProfessional development (#7) will have an even more intensive focus, and strategies 8 and 9 call out new areas for attention.
7. Provide robust, research-driven differentiated and targeted professional development to support teachers and administrators in creating learning communities that ensure every child in every grade is on track to graduate college and career ready.
8. Strengthen our support for student's social and emotional needs by implementing proven, research based programs that help teachers, students, and families foster positive decision-making and academic success for all children.
9. Design and implement a comprehensive training program for ALL employees that provides outstanding customer service to students, families, and fellow staff and community partners. The district’s goal is to build a long-lasting Customer Service Culture where employees are motivated, energized and empowered, and where and families are treated with dignity and respect.
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We Also Pledge to Ingrain Three Practices into All of the Work We Do
Practices/Habits of MindCultural Competency
Labor Management Collaboration
Building Powerful Partnerships
Setting the Tone for Transformation in PPSD
• Purpose– Every member of the PPSD community has a common understanding of the district’s
goals and works to create the best possible environment for students and their families. All PPSD employees can articulate how their work directly supports student achievement.
• Urgency– We work with true urgency, focusing on critical issues and avoiding frantic busywork.
We are driven by our deep determination to ensure that every student in the Providence Public Schools receives a world-class education. We come to work every day ready to cooperate energetically in the service of our students and their families.
• Focus– PPSD maintains a laser focus on ensuring that every student in every grade in every
school is on track to graduate college and career ready. We prioritize important work and know when to say no to ideas of projects that will pull focus away from our key goals.
• Service– PPSD staff work in service to our students and their families, to the community, and
to each other. We commit to ensuring that we provide other members of the community with what they need to work with purpose, urgency, and focus. We are solution-oriented and ask how to fix problems rather than where to assign blame.
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Opening Doors to Our Children’s Futures
“The future depends on what we do in the present.”
- Mahatma Ghandi
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