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2019-20 has been an amazing opportunity to 3 practice flexibility
• District wide “close reading” strategies Unexpected Opportunities • Teacher leadership through staff shifts and • Increased use and access for all kids to growth; retirements, resignations, etc. technology • K-5 development of “Standards-Based” • Increased personalization through COVID-19 report cards for 20-21 response • Progress towards curriculum alignment, • Tremendous growth in teacher/staff scope/sequence, Standards Based • Learning to measure and value things instruction through exit tickets differently. • Through 3.13, significant grade level growth • Cross curricular CWP/ELA capstone project as measured in iREADY and DIBELS • Growth and development of PreK and • Increased collaboration between elementary Transitional Kindergarten schools during 19-20 • Transition to Prek – 5 elementary schools • Commitment to eliminating multi-grade level and a MS/HS secondary building blends in elementary schools • Celebrating the Class of 2020 4
ADD A FOOTER 5
• Collaboratively redesign PSE Unexpected Opportunities evaluation instrument • Incredible effort and flexibility on • Data collection, analysis and the part of teachers and feedback for teacher growth employees • Collective practice growth for teachers; grade level • Learning and growing has become collaboration, building based PD, the organizational norm in NBSD BEST grant • Paraeducator Certificate program • Significant employee from PESB collaboration and mutual support • Intentionally grew district based • Teacher initiative to supplement mentoring to move into building their classroom (grants, etc.) based teacher leadership in 20- 21 6
North Beach School District Teacher Growth 100% 90% 80% 70% 60% WA A Teac eacher Eval aluation is b bas ased ed on a a 4-tiere red sys ystem: 50% 40% 1 = = Unsatisfa factory 30% 2 = = Bas Basic 20% 3 = 3 = Profi ficient 10% 4 = = Distinguished 0% 2018-19 2019-20 Basic Proficient Distinguished Teacher Evaluation Criteria http://apps.leg.wa.gov/RCW/default.aspx?cite=28A.405.100 Teacher Evaluation Criteria Descriptors 7 http://apps.leg.wa.gov/wac/default.aspx?cite=392-191A-060
Unexpected Opportunities • Data analysis and comparison from 2018-19 to Sem 1 • Discover ways to teach/learn without brick/mortar • Data analysis for staff retention attendance • Building strategies to • Value staff needs around incentivize and encourage personal health, wellness and improved attendance balance of family needs • Staff celebration and • Question attendance as accountability connected to “essential” for all students? Rethink the entire system. attendance 8
21% of teachers transition annually in Washington 2017-18 2018-19 2019-20 Certifi ficated 13/51=26% 7/60=12% 10/64=16% (Teachers) Classified Staff 9/51=18% 10/45=22% 9/53=17% Administrative Ad 2/5=40% 2/7=29% 2/7=29% Employee stab ability is an an im important f fac actor in in student **Admin departures in 19-20 due to succes ess. U Under derstandi ding g who staffing reductions for budgetary is s sta staying ng, who is s le leaving ng, purposes an and why….wil ill h help lp us better ser erve our s scholars and d continue t e to imp mprove. e. Classified transition rates ranges from 10-40% in 9 Washington
Unexpected Opportunities • Weekly radio presentations to update • Weekly updates for NBSD Board of Directors community • Monthly outreach to NBEA/PSE leadership • Manage crisis/emergency while teams maintaining day to day operations • Increased communication via automated • Increased opportunity for ZOOM calls, letters, social media collaboration district wide, in schools, • Continual improvement of WEB and social sub-group meetings, book studies, media in each building and district wide individualized professional development, etc. • Frequent communication with all employee groups in person, via email, and through • Increased opportunity to collaborate ZOOM with regional, state and national • Successful renewal of replacement M & O educational leaders Levy in November, 2019 • Development of individualized teacher • Facilitate with all employee groups and communication platforms community budget decisions to ensure fiscal health in 20-21 10
• Continued efforts in each building to create Unexpected Opportunities optimal learning environments • Building focus on student safety • Growth and continued • Individualized “Student Success Plans” when development with Angel’s students not succeeding academically Alliance, Save the Children and • Continued adjustment to academic program other community organizations Prek-12 • Distributed all district technology • Consistent re-entry, support for students removed for disciplinary reasons • Modified nutrition services • Increased support through McKinney-Vento for program to provide home delivery students struggling with homelessness, food instability or other basic needs for all kids under 18 • Continued growth in individual student pathway • IEP engagement, parent meeting development (college/career, CTE) engagement increased due to • Continued growth and development for students ZOOM opportunities with Special Needs • Applied for “safety net” for SPED students 11 • Applied and received Indian Education funds and Impact Aid funds
• Added safety fencing at OSES Unexpected Opportunities • Increased accountability for adults in/out building • Plan for school shifted to • Improved office environment/added staff accommodate at home learning • Teacher presence in hallways and more intentional about hazards • Revised cleaning procedures • Building based plan for improving security • Building based cleaning monitoring • Use of existing building surveillance checklist • Addition of elementary counselors • Adult presence greeting students every day at each campus 12
• Timeline for bond established Unexpected Opportunities • Continued team meetings • Time to complete unexpected through March projects • Study and Survey in progress • HVAC at OSES • $45K grant for improved drinking • Listening meeting at all three fountains/bottle filling stations campuses • Grant for students with disabilities • Seismic awareness at PBES • Safety fencing at OSES • Repair leaking wall surface at secondary school • In person activities, tours • Improved cleaning and annual halted with Covid-19 stoppage maintenance 13
Tentative 14
Goals vs. Reality • Continued planning/revision • Student and staff safety • Student and staff support • Transportation • Who attends school/when? • Food Service • Instructional services • Enhanced cleaning; buildings, buses, classrooms • Safety routines; temperature screening, isolation, PPE • Strong doses of “common sense” • Our focus still must remain relentlessly centered on improving student achievement, programs and 15 academic support for ALL students in NBSD
• Questions and Feedback
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