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|
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Beginning
|
| Development
of our approaches is just getting underway, we have some major
gaps in deploying these approaches throughout our school, and
we are just beginning to transition from reacting to problems
to a general improvement orientation. |
|
Emerging
|
| We
have developed effective approaches for some of these areas
and address a few of our school's key factors, deployment exists
in many parts of our school and we are starting to evaluate
and improve in these areas. |
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Advanced
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| We
have developed effective approaches for many or all of these
areas and address many of our school's key factors, deployment
is consistent throughout our school with no significant gaps,
we have developed a fact based evaluation and improvement process
for improving in these areas, and these areas are integrated
with basic needs identified in the other categories. |
|
Overall Key
Strengths
- A clear
sense of shared leadership exists in the school. Collaboration
supports daily operations and continuous improvement.
- Improvement
efforts are aligned among the district, school and classroom.
- Strong
relationships with parents support student learning.
- Communication
systems support collaboration and shared leadership
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Overall Vital
Opportunities for Improvement
- Address
supervision of recess and lunch to improve relationships
among students and with parents.
- Develop,
share and deploy processes to utilize data and information
to meet the needs of students and staff.
|
| The
Leadership Category
examines the key aspects of the school's leadership and actions
of leaders to create and sustain a high performing school and
an environment conducive to learning, student development and
achievement. It also examines how the school fulfills its public
responsibilites and encourages, supports and practices good
citizenship, working effectively with the community.
|
| Emerging |
Key
Strengths
- There
is clear alignment among district, school and classroom
improvement efforts.
- Communication
systems support improvement efforts.
|
|
Key
Opportunities for Learning
- Defining
decision-making processes could improve understanding.
Decisions are clearly shared, but processes are not
understood by all.
|
|
| The
Strategic Planning category
examins how the school sets strategic directions and develops
strategic objectives, guiding and developing key educational
performance objectives. It also examines how the school converts
strategic objectives into action plans to accomplish the objectives,
how the school assesses progres relative to thes action plans
and how the strategies are deployed. |
| Emerging |
Key
Strengths
- Flexibility
and adaptations help the school and staff respond
to changing needs.
- Time
and resources dedicated to improvement efforts are
well utilized.
|
|
Key
Opportunities for Learning
- Selectively
abandoning practices may increase the capacity for
improvement.
|
|
| The
Student and Parent Focus
category examines the school's key processes for gaining knowledge
about current and future student populations, with the aim of
offering relevant and effective programs and services, engaging
students in active learning, understanding emerging needs and
expectations, and keeping pace with educational changes. It
also examines the school's processes for building student and
parent relationships and determining student and parent satisfaction. |
| Emerging |
Key
Strengths
- Communication
systems support listening and learning.
- Parent
satisfaction is high due to caring, competence and
innovations of staff.
|
|
Key
Opportunities for Learning
- Recess
and lunchroom monitoring practices do not support
relationship building among students.
|
| Emerging |
Key
Strengths
- Collected
data provides good information to guide improvement
efforts.
- Data
gathering guides daily decision-making.
|
|
Key
Opportunities for Learning
- The
use of available data and information could improve
the performance of individuals and teams.
|
|
| The
Information and Analysis
category examines how the school selects, manages, and uses
data and information for performance measurement and analysis
in support of school planning and performance improvement. It
also examines how the school ensures the availability of high
quality, timely data and information for all of the key users--
faculty and staff, students, parents and partners. |
The
Faculty and Staff Focus
category examines the school's systems for work and jobs, compensation,
faculty and staff performance management, motivation, recognition,
communication and hiring. It also examins the school's faculty
and staff education and training, the work environment, support
climate and how job satisfaction is determined.
|
| Emerging |
Key
Strengths
- The
use of time, information and collaboration support
improvement efforts.
- Collaboration,
interdependence and support systems positively impact
school and classroom needs.
|
|
Key
Opportunities for Learning
- Examine
and revise the use of SAI assessments so that data
guide instruction.
- Clarify
and revise STAT processes to make them beneficial
to all staff and students.
|
|
| The
Process Management
category examines the school's key education design and delivery
process, key student services, an key processes that support
both daily operations and faculty and staff in delivering services. |
| Emerging |
Key
Strengths
- Support
services respond to individual and group needs.
- Processes
to support staff learning enhance improvement efforts.
|
|
Key
Opportunities for Learning
- Examine
and develop processes for utilizing formative SAI
assessments to guide instruction.
|
|
| The
Performance Results
category examines the school's student learning results, student
and parent focused results, budgetary and financial results;
faculty and staff results and other key operational results. |
| Beginning |
Key
Strengths
- The
variety of data collected is informing improvement
efforts.
- Data
collection informs decision-making.
|
|
Key
Opportunities for Learning
- Continue
to gather and compare achievement results to drive
improvement efforts.
|
|
|
|
Focus
