martinez elementary - boarddocs · 1/16/2018 · martinez elementary is a pk-5 school with...

Martinez Elementary State Board of Education - February 15, 2018

Martinez Elementary Year 5 Accountability Clock Hearing

ENGAGE EMPOWER INSPIRE

Overview

● Background of Martinez● Analysis of Student Performance● Improvement Efforts● Pathway Identification● Innovation Plan Rubric Summary● Goals and Progress Monitoring


Background- Mission/Vision

Martinez parents, students, and teachers all work together to create a solid foundation of learning for the future.

Martinez DedicatedChildren Educated

A Better Future Created


Background- DemographicsMartinez Elementary is a PK-5 school with approximately 520 students in Greeley, Colorado ● 97% free or reduced lunch● 89% Hispanic; 6% white; 2% Asian, and 3% black● 71% second language learners ● 94% minority ● 12% identified SPED, mostly with needs in speech and language● The average daily attendance is currently 95.05%


Background- Staff

The staff at Martinez consists of 38 certified staff and 8 paraprofessionals. ● 14 employees have Master's

degrees and 24 have Bachelor's degrees.

● Year-to-year retention of the staff is high, ranging between 85% and 90%.


Overview



Analysis of Student Performance- SPF


Analysis of Student Performance- CMAS● There is a positive three year trend in the ELA data, looking at both the

percent of students earning a meets (4) or exceeds standards (5) as well as the growth in the Mean Scale Score.

* State expectations is 739.5

ELA CMAS Data Percent of students in grades 3-5 met or exceeded standards

Mean Scale Score of students in grades 3-5

2015 14.2% 718.7

2016 18.3% 721.5

2017 27.5% 729.1 *


Analysis of Student Performance- CMAS● There is a positive three year trend in the Math data, looking at both the

percent of students earning a meets (4) or exceeds standards (5) as well as the growth in the Mean Scale Score to the 2017 scores.

* State expectations is 734.3

Math CMAS Data Percent of students in grades 3-5 met or exceeded standards

Mean Scale Score of students in grades 3-5

2015 14.8% 720.1

2016 15.0% 717.9

2017 22.8% 723.0 *


Analysis of Student Performance- CMAS Growth

CMAS Growth Data ELA Mathematics

2016 45 31

2017 44 34.5

As a result of this, we are focused on:● Literacy Design Collaborative● Weekly Data Meetings


Analysis of Student Performance- DIBELS Next


Analysis of Student Performance- DIBELS Next Growth


Analysis of Student Performance- Root Causes● Lack of solid first instruction● Lack of shared accountability

for student results


Overview



Improvement Efforts- Diagnostic Review● Fall 2015 Recommendations included:

○ Focus on learning targets and success criteria to help teachers design their instructional lessons utilizing backwards design, ensuring all students have the opportunity to be taught and learn grade-level standards■ Progress to Date

● Teachers created implementation rubrics to self-reflect on their planning and for leadership to coach teachers.

● 80% of our staff are proficient at utilizing standards based learning targets and success criteria.

● Our most recent push is having students own the learning targets and success criteria. Currently 75% of classrooms have mastered this expectation.

○



○ Utilize the power of regular team collaboration in planning units and lessons■ Progress to Date:

● Teachers are receiving PD and completing unit plans on a monthly basis.● Teachers utilize weekly data meetings to review data in literacy and math and

utilize that data in their daily instructional planning.○ Redesign the building leadership team to focus on improving the school’s achievement

■ Progress to Date: ● The current leadership team redesigned its focus and meets twice per month to

review building wide literacy and math data and to make instructional recommendations. A recent example is tightening instructional expectations for math classes based on data.



○ Make clear and sharpen decision-making processes in the school■ Progress to Date:

● Administrative team and two separate teacher leader groups are trained in consensus decision making process. Training was completed in 2016 and 2017.

● Consensus decision making process is used in all major decisions at Martinez and in the development of the innovation plan.


Improvement Efforts- Pathways Grant

● Awarded Pathways grant spring 2016● October 2016- 100% of staff voted to pursue innovation pathway


Improvement Efforts- Innovation Plan Development

● 2016-2017 school year, staff and broader community developed plan of innovation for Martinez○ 100% certified staff on work teams○ All instructional classified staff on work teams○ PTO and SAC were involved○ District staff were involved


● District 6 Board of Education approved the Martinez Innovation Plan on May 8, 2017

● State Board of Education approved the Martinez Innovation Plan on June 14, 2017

● Plan included being a STEAM School through Project Based Learning as the vehicle and training the staff on Literacy Design Collaborative to further implement their work in Understanding by Design

Improvement Efforts- Innovation Plan Approval


Improvement Efforts- Innovation Plan Approval● Future years would include the following aspects

○ Year 2- feasibility study of adding preschool programming (actually in place fall 2017 for four sections of 16 students)

○ Year 3- feasibility study to explore a Health Care Center to address the lack of quality healthcare and wrap around services for students and families in the Martinez Community.


Improvement Efforts- PBL Training● Project Based Learning (PBL) train-the-trainer hosted by the Buck Institute

for Education June 18-22, 2017○ 9 lead teachers, instructional coach, 2 administrators○ Same group planning to go for PBL second level training summer 2018

● All teachers returned 4 days early in August 2017 to train on PBL● All teachers are assigned a PBL Team for the year- met during August

training, and then commit to meet on a weekly basis


Improvement Efforts- Network Grant● Joined Network in 2017● Professional development opportunities for administrative team:

○ Providing Observation/Feedback to Teachers○ Weekly Data Teams process○ Bright Spot School visits

● Turnaround Support Manager (Nicole Monet) supporting the work on-site on a monthly basis


Improvement Efforts- Behavioral Event Interview

● Behavior Event Inventory was conducted with Principal at Martinez on September 26, 2017

● Strengths: Commitment to Student Learning, Engaging the Team, and Focusing on Sustainable Results

● Areas of development include: Impact and Influence, and Holding People Accountable for School Performance

● Committed to continuing to develop the school turnaround leadership competencies


Overview



Pathway Identification- School Closure

● Neighborhood school- viewed as a community center for this area of Greeley

● Neighboring schools are all at capacity, so absorbing these students into another neighborhood school isn’t an option

● Not a district or school recommendation


Pathway Identification- School Closure

● The State Review Panel confirmed that school closure wasn’t an option “because the school has demonstrated an effective rating in three of six indicators. The school has effective school leadership, district-level support, and a staff committed to the school’s mission and vision moving forward. The leadership and staff are committed to implementing a PBL teaching structure to implement a focus on STEAM education. More importantly, Martinez is part of the community’s cultural identity. Parents have a deep level of trust in school leaders and teachers, and the school staff respects, and is committed to, supporting families.”


Pathway Identification- Conversion to Charter● The flexibilities offered through a charter were pursued through our innovation

plan approved by the State Board of Education in June of 2017● Currently 5 independent charter schools in Greeley-Evans School District, all

of which serve elementary school grades● In 2012 the Greeley-Evans School District sought a charter contract with

KIPP; however, they declined the partnership as a result of the district’s low per pupil revenue



Pathway Identification- Conversion to Charter● The State Review Panel confirmed that school conversion to a charter wasn’t

an option stating “the school has effective leadership and infrastructure. There is apparent trust between the school and district leadership. District leaders are committed to supporting the school’s Innovation plan proposal and are providing the school with further autonomy to differentiate professional development to meet the needs of the school...Further, school staff and parents are committed to the new mission, vision, and values of the school and are supportive of the school’s proposed Innovation plan. Finally, there is currently no community infrastructure or teacher momentum in place to initiate and develop a charter board to govern the school.”


Pathway Identification- External Management

● District has strong accountability and support already in place○ Superintendent has identified clear performance benchmarks for school leadership○ Weekly visits to the school from Assistant Superintendent of Elementary Schools to monitor

and support best practices○ Priority hiring procedures in place

● Strong principal support in place○ Principal receives coaching through the Turnaround Network○ Initiated and participated in professional development related to Project Based Learning to

address the lack of best first instruction



Pathway Identification- External Management● The State Review Panel confirmed that external management wasn’t an

option stating “district leaders are committed to supporting school leadership to improve student learning. The Superintendent is new within the last two school years and has previous experience as a turnaround principal in another district. She is supportive of providing the principal more autonomy to implement change and is committed to holding her accountable for demonstrating improvement. District leaders have expressed a commitment to ensuring the principal has the right personnel on campus to support Innovation plan initiatives, and has committed to making leadership changes if the school does not experience improvement.”


Pathway Identification- Innovation Status● Staff identified Innovation pathway as the best pathway because a need for

greater flexibility and autonomy in use of time, curriculum, professional development, and hiring practices

● October 2016, 100% of Martinez staff voted to pursue the innovation pathway, beginning the work toward innovation

● Based on focus groups and attendance at community events, parents, teachers, students and staff are on board with new mission and vision. There is a new energy about STEAM and PBL as it relates to moving student achievement


Pathway Identification- Innovation Status● The State Review Panel did recommend innovation status, citing “the

leadership is adequate to implement change to improve results; the infrastructure is adequate to support school improvement; and there is readiness and apparent capacity of personnel to plan effectively and lead the implementation of appropriate action to improve student academic performance. The school has demonstrated early indications of improvement to support increased achievement.”


Overview



Innovation Plan Rubric Summary

Category from the Rubric

Comments and characteristics related to this category

Innovation Plan Overview

● Innovation provides the school greater flexibility and autonomy in use of time, curriculum, professional development, and hiring practices

● Appropriate waivers are in place- for example individual planning in order to get the ongoing support and professional development to implement PBL

● Innovation plan includes a three-year roll-out for implementation of different aspects of the plan





Academic Systems

● Daily instructional time is defined within the plan, identifying minimum amounts of time devoted to the academic instruction

● Plan includes aggressive goals and targets around local data and student achievement


Innovation Plan Rubric SummaryCategory from the Rubric


Talent Management

● Priority hiring procedures and practices started in the 2017 hiring season, allowing Martinez to begin their hiring season a month earlier than other schools, giving the ability to secure the strongest candidates

● Professional Development is a key component in the plan- with a trainer-of-trainers model and 11 staff members getting trained on PBL in summer of 2017 and then again in summer 2018, providing weekly support and professional development for all teachers

● Behavioral Event Interview was conducted and will be used to monitor and support the growth of the principal in the leadership within the building




Culture of Performance

● The school culture, including the mission/vision, has been prominent in the work to this point, creating a clear vision and purpose in the work

● The building leadership team has a laser focus on monitoring student achievement

● The “PM Tool” through the CDE Turnaround Network is supporting the detailed articulation of action steps as well as the regular monitoring of the completion and the desired results

● The innovation plan includes the implementation of preschool and the exploration of health care, providing greater wraparound services for students and families





Budget and Operations

● Maximizes resources including district funding, Title 1 funding, and Turnaround Network Grant funds




District Systems

● Superintendent has set clear benchmarks for the school

● Principal supervisor is in the building on a weekly basis to support the plan’s implementation

● CDE Turnaround Support Manager is in the building on a monthly basis

● Aligns with the District Strategic Plan- one of the core beliefs is “We commit to excellence, innovation and continuous improvement”


Overview



Innovation Plan- Goals & Progress Monitoring ● Leading indicators including attendance and behavior are being tracked in the

Performance Management (PM) Tool● PM Tool is also tracking weekly conversations and next steps with administrative team

and Assistant Superintendent of Elementary and monthly visits with CDE Turnaround Support Manager

● Behavior Event Interview was conducted in the fall and will be used to monitor growth areas

● Buck Institute for Education will complete on-site visit to support implementation of PBL● Common Assignment Study through the Literacy Design Collaborative● District Panorama Parent Surveys● Ongoing Assessments- DIBELS, Phonics Benchmark Assessments, Reading Common

Assessments, Writing Assessments, and Math Assessments


Innovation Plan- Goals & Progress Monitoring- PM Tool


Board of Education Support

Roger DeWitt,

President, Greeley-Evans School District 6 Board of Education


Questions?

Thank you

martinez elementary - boarddocs · 1/16/2018 · martinez elementary is a pk-5 school with...

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