Transcript Slide 1

PPSD is On The Move!
Celebrating Progress &
Looking to the Future
School Board Meeting
August 12, 2014
Our Theory of Action
The PPSD theory of action is a statement about our beliefs that
drives our work:
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.
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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 contracts
2. Develop coherent assessment and data monitoring systems
3. Design and implement a system-wide accountability
framework
4. 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
Cultural Competency
Practices/Habits of Mind
Labor Management
Collaboration
Building Powerful
Partnerships
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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 Schools
Revised Innovation Zone
Reorged DATs
Increased SB Control of PD
Systems
that Work
 Our Team is in Place
 Position Control
 Technology
 Skyward Underway
 New Smartboards
 More Wireless
 Processes for Execution
Roll-Ups
Work Plan Monitoring
Quarterly 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 Reading
Grade 4
100
90
80
70
60
All Grade 4
50
Students with disabilities
English language learners
40
30
20
10
0
2012
2013
2014
NECAP Highlights: Positive Trends in Reading
Grade 11
100
90
80
70
60
All Grade 11
50
Students with disabilities
English language learners
40
30
20
10
0
2012
2013
2014
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
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%.
There has been a 3-year positive trend in
the dropout rate, which was the lowest
since 2009 at 12%.
4-year
Grad Rate
5-year
Grad Rate
Cumulative
Grad Rate
2009
66.5%
2.9%
69.4%
60%
2010
68.3%
2.7%
71.0%
40%
Class Year
100%
80%
2011
66.1%
3.5%
69.6%
20%
2012
65.5%
5.1%
70.6%
0%
2013
71.4%
N/A
N/A
20%
20%
19%
17%
2009
2010
2011
2012
12%
2013
Interim Progress Measures
Attendance
Absenteeism
• The positive attendance trend we
have seen over the past three years
continues to show increased
engagement and commitment by
students and families
20102011
20112012
20122013
2013-2014
PPSD
90.0%
90.7%
91.3%
91.6%
ES
92.7%
93.1%
93.1%
MS
90.9%
91.5%
HS
84.7%
86.0%
• 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
20102011
20112012
20122013
2013-2014
PPSD
36.1%
32.3%
32.2%
30.7%
93.3%
ES
26.4%
24.6%
26.0%
25.0%
92.0%
92.6%
MS
30.6%
28.7%
28.6%
25.8%
86.8%
87.5%
HS
55.5%
48.4%
46.3%
45.6%
Additional Wins
• NECAP is Gone
• Carnegie is Here
• We are Moving Forward!
Our Strategic Priorities 2014-15
Strategies 1-6 continue and deepen from last year
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.
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Our Strategic Priorities
Professional 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
Cultural Competency
Practices/Habits of Mind
Labor Management
Collaboration
Building Powerful
Partnerships
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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 solutionoriented and ask how to fix problems rather than where to assign blame.
Opening Doors to Our Children’s Futures
“The future depends on what we do in
the present.”
- Mahatma Ghandi
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