school plan for improvement - washington county … · school plan for improvement ... (to include...

School Plan for Improvement

Through high quality teaching using the common core standards, our teachers will understand what students need to know and

be able to do, with evidence of mastery and in turn Washington County Schools will provide a world-class education to every

child, in every classroom, every day.

LEA Code: Year:

940 2016-2017

District Name:

Washington County Schools

District VisionWashington County Schools will produce students who take ownership for their learning an who are avid readers, writers, and

mathematical thinkers ready for any challenge in the 21 century.

Data Analysis: Give a brief description of the data sources your team analyzed and the root causes uncovered during the analysis. What was learned from the data review? How did these data

inform decisions for school improvement initiatives? (to include TWC, EOG/EOC results, attendance, graduation rates, among other sources of data)

Washington County is a rural, isolated, low wealth county located in northeastern North Carolina. A little over 13,000 people make their home in Washington

County with only 38 people per square mile. The county is comprised of 3 towns; Plymouth, the county seat, population 3,878; Roper, population 611; and

Creswell, population 276. The 2010 census data indicated that the African American population of the county equaled 49%, while Caucasians made up 46% of

the total population, and the remaining 5% of the population was 3% Hispanic, and 2% other (American Fact Finder, 2013).

The median household income in 2013 was $34,936 while the average household income was $45,728. According to 2013 data from the U.S. Census Bureau,

23.7% of all families in Washington County live below the poverty level. The poverty rate for those who have not graduated from high school is 25.7% and for

those who are high school graduates, the poverty rate stands at 18.1%. The percent of families living in poverty improves to 14.7% when the householder has

some college and is drastically reduced to 5.2% when the householder has a bachelor’s degree. All students in the district receive free lunch and breakfast

through a Community Eligibility Provision provided by the National School Lunch Program. Agriculture and forestry are the major economic interests in

Washington County. The Vernon G. James Research Center and Tidewater Research Station are agricultural research facilities located in Roper. (American Fact

Finder, 2015)

The current unemployment rate as of February 2016 is 8.5% comparable to the neighboring average rate of 10.039% but much higher than the state rate of

5%. There is no appreciable manufacturing in the county. Five of the seven top employers are government agencies and the top twenty-five employers include

fast food restaurants, convenience stores and grocery stores.

Tourism offers some potential growth for the county. Washington County has several historic sites including Somerset Plantation, the Roanoke River

Lighthouse and the Plymouth Maritime Museum. Plymouth hosts an annual living history event commemorating the Civil War Battle of Plymouth. The county

is also part of a region that includes abundant natural resources including water and wildlife. The county is home to Lake Phelps, North Carolina’s second

largest natural lake. The county is also bordered on the north by the Roanoke River and Albemarle Sound, and is approximately sixty miles from the North

Carolina coast. Hunting and fishing opportunities are abundant. The county is traversed by a major route to the coast, and summer beach traffic is significant.

Service jobs make up a significant part of local employment and behind local government, Leisure and Hospitality is the largest employment sector. (Bureau of

Labor Statistics, 2016)

Superintendent Name (or Designee) Dr. Delilah Jackson Superintendent (or Designee) Email [email protected]

District Mission

District Info Mission Vision Section |

mailto:[email protected]

School Plan for Improvement School

PerformanceEOG EOC

Reading Math Science Eng. II Math Biology

2013-201465.1 74.6 61.4 58.2 65.7 77

2014-2015 61.4 70.3 49.1 69.3 62.5 76.3

2015-2016 58.6 68.5 42.1 66.2 58.5 84.2

Internal Review 2013-14 2014-15 2015-16

CCR 22.7 25.2 24.1

GLP 31.9 35.4 37.4

The ACT 31.5 25.8 23.9

ACT WorkKeys 42.5 63.3 66.7

CGR 4yr 83 88.4 80.3

The chart show above is a School Performance Snapshot of the last 3 years. The numbers represented indicate the percentage of students who scored Level 1 or 2

on End-of-Grade or End-of-Course tests. Based on the analysis of this data, there is a slow decrease in the number of students who are performing below grade

level on the EOG. Science has seen the biggest decrease in the number of students below grade level. Hands-on activities have been heavily incorporated for the

last couple of years. Math has consistently been an area of improvement for our district. The Math scores closely correlate with our Reading scores in grades 3-8.

Literacy with an emphasis on vocabulary development is a focus for our district this year in all subject areas. Regarding EOC tests, the results have fluctuated in

English II, decreased in Math, and increased for Biology. The performance of our high school students has been gravely impacted by the lack of consistent teachers

and instructional practices.

The chart listed below, shows our district results for the last 3 years. As indicated, our Grade Level Proficiency (GLP) been consistently below 40%. Moreover, our

Career and College Ready (CCR) percentage has fluctuated in the low to mid 20s. Over the years, our percentage proficient for WorkKeys has increased

significantly. The number of CTE concentrators has increased and monitoring of the data. Consequently, we have seen a decrease in the percent proficient for The

ACT. This could be contributed to several factors such as test awareness and number of students being tested. The graduation rate has also fluctuated within the

last 3 years. More attention is being given to development of 4-year graduation plans. An intentional intervention has been developed beginning in the eighth

grade.


School Plan for Improvement Attendance has been steady factor for our district. Within the last 3 years, attendance has been on average 95%. The School Social Worker position has been

increased from part-time to full-time to assist with absenteeism and tardiness.

Teacher turnover has been problematic through the years. For the 2013-2014 school year, Washington County has the highest teacher turnover rate in the state

(34.43%). The percentage slightly decreased for the 2014-2015 school year to 30.97%. The turnover rate for the 2015-2016 school year is projected to be much

lower than the past years. A concentrated effort has been made to employ a Beginning Teacher Coordinator to work closely with the larger percentage of

beginning teachers who are also mostly lateral entry.

An analysis of the district Teacher Working Conditions Survey revealed two areas of focus; community support and involvement and school leadership. Strategies

have been developed to address the areas of focus based on the TWC survey.

Lastly, efforts are being made to increase leadership at all levels. Positive Intervention Behavior Support is being fully implemented in all schools and the MTSS

process is catalyst for student intervention and change.



Progress: Progress Monitoring Status: Has Begun

District Goal #3:

(SMART - Specific,

Measurable, Attainable,

Realistic, Time-Bound)

Washington County Schools will increase the number of teachers demonstrating positive teacher effectiveness at each school to

80% by October 2017.

SBE Goal Alignment: Goal 3: Every student, every day has excellent educators.

LEA Goal Alignment:Every student, every day will have excellent educators

Indistar Indicator: (if applicable)

Every student in Washington County Schools has a personalized education



District Goal #2:

(SMART - Specific,



The District Improvement Team will model effective data analysis to ensure alignment and implementation of formative

assessments that increase student proficiency and growth thus providing a personalized education for each student.

SBE Goal Alignment: Goal 2: Every student has a personalized education.

LEA Goal Alignment:



District Goal #1:

(SMART - Specific,



The District Improvement team/WCS will increase the number of schools receiving a school performance grade of C from 20% to

60% and increase the district growth score.

SBE Goal Alignment:Goal 1: Every student in the NC Public School System graduates from high school prepared

for work, further education and citizenship.

LEA Goal Alignment:Every student in Washington County Schools graduates from high school prepared for work,

further education, and citizenship

LEA Code: Year:

940 2016-2017

District Name:

Washington County Schools

Goals Section | Page 1


Strategy #3: Describe the strategy that

will support this goal

District Leadership will conduct monthly meetings with each administrator to review the data to determine progress towards

school improvement plan and implementation of district non-negotiables.

The District Improvement Team will lead efforts toward continuous improvement and implementation of district non-

negotiable initiatives and utilize NCStar by providing individual coaching to schools.

Evidence:

(Identify documents and artifacts)

District Walkthough template and responses, Non-negotiables Chart, Notes from the

Debriefing meeting

Person(s) Responsible:District Improvement Team

Has Begun

Tasks/Action Steps:

Describe the action steps

that will be taken to

support this stratgegy.

Conduct monthly fidelity checks. Provide feedback to principals. Develop an action plan based on information obtained from the

fidelity check to guide the school toward improvement. Provide coaching comments in NCStar as follow up to each visit.

Budget Amount: (if applicable) N/A Budget Source: (if applicable) N/A

Timeline:September 2016-June 2017

Budget Source: (if applicable) N/A

Tasks/Action Steps:




Identify and notify team members for the District Improvement Team by September 2016. Prepare data reports for each visit.

Determine dates for each school visit, send date of visit to school with a list of items in order for the school to be prepared for

the visit. Communicate purpose of the visit to principals. Establish criteria for data discussion: school schedules, observation Evidence:

(Identify documents and artifacts) Calendar with scheduled visits, Agenda and Minutes from each visit

Person(s) Responsible:Superintendent

Timeline:August 2016-June 2017

Budget Amount: (if applicable)N/A



Progress: Progress Monitoring Status:

District Goal #1: The District Improvement Team/WCS will increase the number of schools receiving a school performance grade of C from 20% to

60% and increase the district growth score by June, 2017




Washington County Schools will develop a District Improvement Team to conduct school data visits.

District Name: LEA Code: Year:

Washington County Schools 940 2016-2017

Goal 1 Strategies Section | Page 1


Progress:

Tasks/Action Steps:




Establish a calendar to reflect meeting dates, times, location. Determine clear targets for school leaders between each visit.

Identify professional development needs of school leaders.

Person(s) Responsible:Delilah Jackson, Fannie Williams, Curriculum Specialist

N/A Budget Source: (if applicable) N/A

Timeline:October 2016-June 2017

Budget Amount: (if applicable)

Progress Monitoring Status: Has Begun

Evidence:


artifacts specific to the school, notes from the monthly check-in, data protocol, SchoolNet

Usage report, Progress monitoring documents created by the school, NCEES





Implement district-wide intervention time to improve academic growth for all learners

Implement a district-wide on-site review system for building level administrators and district leadership to manage and support

effective instructional practices



Tasks/Action Steps:




Implement NCStar to guide the continuous school improvement process

Evidence:

(Identify documents and artifacts) NCStar web based tool, data protocol, minutes from meeting

Person(s) Responsible:School Improvement Team, Principal, Teachers

Timeline:October 2016-June 2017

Budget Amount: (if applicable)N/A Budget Source: (if applicable) N/A



District Goal #2: The District Improvement Team will conduct seven visits to each school to model data analysis by May, 2017. The purpose of

the visits is to monitor the alignment and implementation of formative assessment to increase proficiency from 37.4 % Grade

Level Proficiency to 50% Grade Level Proficiency thus producing growth toward district personalizing education for each student.

Tasks/Action Steps:




Collect and analyze formative assessment data to assist with the development of support plans for teachers who have deficits in

student achievement

Evidence:


DIEBELS-TRC assessments, tiered assignment template, district benchmarks, KEA for

Kindergarten, data protocol, data walls, student data folders, student work samples, data

Person(s) Responsible:Building level administators, Curriculum specialists

Timeline:September 2016-June 2017




Each school will implement formative assessments on a regular basis to meausre mastery of standards, growth and student

understanding

District Name: LEA Code: Year:





Tasks/Action Steps:




Each school will develop an effective school-wide differentiated intervention program to improve academic growth and skills for

struggling learners, average or moderately struggling learners, or high-performing learners.Evidence:

(Identify documents and artifacts) STARI (6-8), Edgenuity (Pathfinder; 1-5, My Path; 6-12) I Ready (pilot) data protocol

Person(s) Responsible:Building level adminsitrators, Teachers, Tutors

Timeline:September 2016-May 2017

Budget Amount: (if applicable)$18,000.00 Budget Source: (if applicable) PRC 050-Title I





Determine master teachers within the district for the purpose of developing teachers leaders to model effective instructional

practices

Offer targeted professional development for beginning teachers each month to increase their instructional capacity



Tasks/Action Steps:




Conduct required monthly Beginning Teacher Talks focused on professional learning defined from teacher surveys, mentor and

building level administrator recommendations

Evidence:

(Identify documents and artifacts) Curriculum Specialist Team Support documents, PD schedule, agendas, survey results

Person(s) Responsible:Chief Personnel Officer, Curriculum Specialists, Building Level Administators

Timeline:September 2016- April 2017




District Goal #3: Washington County Schools will increase the number of teachers demonstrating positive teacher effectiveness at each school to

80% by October 2017.

Tasks/Action Steps:




Offer professional development to train teachers to use the unpacking documents, write across the curriculum, utilize EVAAS,

manage their classroom, etc.

Evidence:

(Identify documents and artifacts) Participant Roster, presentation materials, WCS PD Calendar, agenda

Person(s) Responsible:District Improvement Team, Teacher Leaders




will support this District Goal

Train teachers to effectively use the instructional delivery model to impact student proficiency and student growth

District Name: School Code: Year:





Tasks/Action Steps:




Use the district walkthrough protocol to identify teachers who demonstrate mastery through the delivery of district non-

negotiables and the instructional modelEvidence:

(Identify documents and artifacts) District Walkthrough data, lesson plans, student pre and post data

Person(s) Responsible:District Improvement Team, Buidling level Administrators




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