TALLMADGE CITY SCHOOLS

DISTRICTCONTINUOUS IMPROVEMENT

PLAN

Initial Plan: April 2000Revised: March 2003Revised: September 2006Revised:

““TRADITION TRADITION VISION VISION EXCELLENCE”EXCELLENCE”

TALLMADGE CITY SCHOOLSDistrict Continuous Improvement Team

Planning Team Board of EducationMr. Jeff Ferguson Superintendent Mr. Thom Craig President

Dr. Lynn Hruschak Director of Curriculum Mrs. Valorie Prulhiere Vice President

Mr. Brad Croskey Director of Technology Mr. Dennis Loughry Member

Dr. JoAnn Chirakos Director of Special Education Mr. Rick Kellar Member

Ms. Diane Kilo Gifted Coordinator Mrs. Amy Goodson-Beal

Member

Mrs. Nancy Wack Communications Coordinator

Mr. Becky DeCapua High School Principal Mrs. Joyce Conway High School Teacher

Mr. Greg Misch Middle School Principal Mrs. Barb Scott Middle School Teacher

Ms. Shelly Monachino Munroe Elementary Principal Mrs. Kathy Prochnow Munroe 5th Grade Teacher

Mr. Andrew Wilson Dunbar Principal Ms. June Musolino Dunbar 2nd Grade Teacher

Mrs. Karen Moore Overdale Principal Ms. Traci Kosmach Overdale Sp ED Teacher

Vision and Mission

Vision“We envision a future in which our schools are exemplary places of learning, producing graduates with the skills and

values necessary to become productive and responsible citizens.”

Mission“The mission of the Tallmadge City School district is to promote an educationally sound, safe, and challenging environment in which everyone is actively engaged in

learning.”

Tallmadge City Schools Beliefs

We believe in and support …

a comprehensive curriculum and modern resources that provide learning experiences which ensure success for each child in the 21st century.

a respectful and cooperative learning environment that includes students, staff, parents/families, and community members.

decision-making processes that are child-centered, data driven and research based.

Our Beliefs form the underpinnings of our Mission and Vision . . .Our Beliefs form the underpinnings of our Mission and Vision . . .

Tallmadge City Schools

CIP GOAL

… to continue as a district of excellence through 2009 as determined by multiple measures including the Local Report Card.

CIP Strategies

To develop a common understanding of and plan for implementation of a standards-based instructional and assessment system across the curriculum.

To integrate reading, writing and mathematics standards and strategies across the curriculum.

To review and analyze annual results and trends in reading, writing, mathematics, social studies and science to determine instructional needs and practices.

Strategic Planning LeadershipStudent and Stakeholder

Focus

Maintain a district level CIP team to meet at least twice a year

Maintain building-level CIP teams which will meet K-12, district wide, at least twice a year

The board, superintendent, and treasurer will:

Provide resources & allow reallocation of existing resources to meet literacy goals

Analyze and review strategic process results at least annually

Communicate policies, practices, expectations and results to staff and stakeholders

Coordinate instructional practices with support services to enhance student learning

Familiarize students and staff, and inform stakeholders about content standards which are … what kids should know and be able to do

Inform students and stakeholders about our strategic plan which is … what we need to achieve and how we’re going to achieve it

Continue to provide instruction driven by data and supported by quality work and other best practice research

Invite input and involvement of students, staff, and stakeholders

Initiatives Supporting All StrategiesOn Going 06-07 07-08 08-09

Human Resources Support & Process Management Information & Analysis

Continue to develop a common understanding of and plan for implementation of a standards-based instructional and assessment system across the curriculum

Continue to orient all staff and provide for professional development and on-going support to the grade level indicators, benchmarks and standards in all content areas

Continue to provide professional development in standards-based instructional strategies including differentiated instruction

Continue to implement an appropriate process for support and facilitation of standards collaboration (Tuning Protocol)

Continue to develop, implement and review/analyze/react to results of standards-based common, formative assessments

Integrate reading, writing and mathematics standards and strategies across the curriculum

Provide opportunities for standards-based cross content collaboration

Continue to provide appropriate professional development and on-going support

Continue to monitor subgroup growth within the district

Continue to review and analyze Local Report Card Indicators and Performance Index data

Continue to review AYP data

Begin professional development of key staff in “value added”

Continue professional development in and use of Progress Book and DASL

Continue to review and analyze data on item analysis

Continue to use ODE upgrades and online resources

Continue to use other data resources within the district, such as DRA’s, Standford/OLSAT, etc

Initiatives Supporting All StrategiesOn Going 06-07 07-08 08-09

CIP Action Planning and Implementation

The Action Planning for each of the CIP Strategies are provided in all Building’s Continuous Improvement Plan. Utilizing district resources, support and initiatives … the buildings have designed an approach to accomplish each strategy and ultimately meet the CIP Goal.

These Action Plans include information on:Strategic Planning ChallengeStudent Stakeholder FocusObjectivesLeadership Team MembersIssues to be AddressedHuman ResourcesSupport Management Action Plan StepsInformation & Analysis Assessments

The building plans are available on the Tallmadge City Schools’ website (‘Staff Resources’ link): www.tallmadge.k12.oh.us

Glossary of Terms

Action Plans:

Short and long-term planning aimed at accomplishing those things that must be done well in order for a strategy or plan to succeed. Action plan development represents the critical stage in planning when goals are translated into specific actions.

Alignment:

Refers to consistency of district, building and classroom plans, actions, decisions and results. Effective alignment requires common understanding of purposes and goals as well as use of complimentary measures for planning, tracking and analysis of results.

Beliefs and Vision:

The school district and community develop a compelling vision of what schools can be and how schools should be related to the community. The vision must be consistent with a set of clearly articulated beliefs regarding the nature and purpose of schools.

Data and Information:

Decision making is based on factual information: measurement, data and analysis of data.

Glossary of Terms

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Human Resources

This refers in part to the work core of the district: the relationship between the people in the organization and the work that must be done to achieve goals and improve performance. How well does the district, school or classroom enable workers to develop and utilize their full potential? How do we facilitate collaboration and teamwork? How are workers trained?

Leadership

How well do district, school and classroom leaders set and communicate direction for the organization, monitor progress toward goals and use principles of quality management? Teachers are leaders, principals are leaders and all district level activity is focused on providing direction and support for schools. There should be a visible commitment to continuous improvement.

Results

Refers to the desired outcomes of the district. Results are evaluated on the basis of current performance and relationship of results measures to key organizational performance requirements.

Glossary of Terms

Stakeholders

Those individuals who have an interest or share in the outcomes of a venture. Students, teachers, parents and the community are the key stakeholders in an educational setting. The school district must have a clear focus on the needs of students as the primary customers for the work the school provides and on the needs and expectations of those whose support is needed if students are to be served effectively.

Strategic Planning

Strategic planning translates stakeholder needs into district, building and classroom goals, measures and action plans.

Support and Process Management

How are educational products and services designed, implemented and improved? How do we continually improve important processes? Is there a focus on making meaningful change to improve school services/processes and create increased value for stakeholders?

Systematic

Refers to approaches that are repeatable and use data or other concrete information so that improvement and learning are possible.