St. James R-1 School District Comprehensive School Improvement Plan
2018-2022
Plan Components Planning Process: ● Building and central office administrators collaborated to complete the following process: ○ Review of existing CSIP ○ Review Steering Committee Goals ○ Create a preliminary plan ● Building administrators share preliminary plan with leadership teams. ● Leadership teams gain feedback from department/grade level teams and report results back to building administrators ● Building administrators revise plan as needed based on feedback gleaned from buildings Beliefs: ● ● ● ● ● ●
Decisions are data driven and student centered We are a community of learners Students are provided a variety of curricular and co-curricular opportunities Working within the community and developing partnerships are critical to our students' success Providing a technology-rich, relevant curriculum is a foundation of learning Increasing global awareness, digital citizenship, financial responsibility, and health awareness are key components within a viable curriculum. ● Every student is provided high expectations and sufficient support ● All employees are treated professionally and are supported with sufficient resources and ongoing training designed to enhance and broaden skills. ● All stakeholders should acquire the ability to build healthy relationships, collaborate with others and communicate ideas. Vision: The St. James R-1 School District will be a top-ten district in Missouri by 2020 Mission Statement: The St. James R-1 School District exists to create a passion for teaching and learning through relationship-building and a commitment to excellence –WHATEVER IT TAKES! Data Analysis: Internal Data Sources: ● ● ● ●
MSIP 5 Performance Standards/APR Data specific to campus and content/standards (LinkIt, Ren Place, etc.) Attendance - all stakeholders Staff observation/evaluation/profile (CKH) data External Data Sources:
● Cohort survival based on population shifts
● Business/industry influence on population ● State/Federal Program requirements Goal 1: Globally Competitive Students Ensure all students graduate St. James Schools prepared to be globally competitive. Strategy
Measure
Responsibility
Date
1
Realign power standards across all grade levels and courses to ensure students master “must know” skills
Grade, content area PLCs, district vertical alignment meetings
Teachers, Instructional Coaches, Administrators
2018-2019
2
Use common formative, summative, and benchmark assessment system to determine students’ level of understanding of power standards and to drive instruction
Grade, content area PLCs, district vertical alignment meetings
Teachers, Instructional Coaches, Administrators
2018-2022
3
Perpetually examine power standards and curriculum for gaps, omissions, or duplications to ensure vertical and horizontal alignment takes place in curriculum
Grade, content area PLCs, leadership teams, data analysis
Teachers, Instructional Coaches, Administrators
2018-2022
4
Differentiate instruction based on data
Formative, summative, benchmark, MAP, MLS
Grade, content area PLCs, Instructional Coaches, Administrators
2018-2022
5
Examine annual state assessment data against State data local instructional and assessment data to look for reports, local gaps, omissions, and duplications within the assessment data curriculum structure.
Grade, content area PLCs, Instructional Coaches, Administrators
Annual and ongoing
6
Examine instructional practices to ensure they are research-based and are challenging students in the appropriate rigor and format to prepare them to be globally competitive
Hattie, Marzano, other instructional specialists, Observation data gathering
Grade, content area PLCs, Instructional Coaches, Administrators
Annual and ongoing
7
Investigate ways to provide all pre-school aged
Local and state Superintendents, 2018-2022
8
children with a rigorous and appropriate learning environment to better prepare them for kindergarten and beyond
assessment data, grant opportunities
Elementary Administrators
Establish and implement attendance incentives to encourage attendance of all stakeholders.
Attendance data, SISk12, Pulse
Administrators and Leadership Teams
Ongoing
Goal 2: 21st Century Professionals Ensure all students have quality administrators, teachers, and support staff to provide them with the skills and support needed to be successful. Strategy
Measure
Responsibility
Date
1
Focus on recruitment and employment of the highest qualified staff possible.
DESE reports Superintendent, Ongoing on HQ, MAP Building and other Principals assessment data
2
Continue to provide high quality mentoring support for newly employed teachers.
DESE guidelines, Professional Development Plan, Formative and Summative evaluation data
3
Provide opportunities to develop skills of administrators and teachers through tuition reimbursement, workshops, and other opportunities
DESE reports Superintendent, Ongoing of teacher Asst experience and Superintendent education
4
Continue to implement and refine collaboration for staff through the professional learning communities model
PLC agendas, sign in sheets, minutes
5
Reevaluate educator evaluation system to ensure DESE all teachers and administrators are evaluated based guidelines on the state and federal requirements.
Goal 3: Communication
Superintendent Ongoing s, Building Principals, Instructional Coaches
Asst Annual Superintendent, Building Principals, Instructional Coaches Superintendent, 2018-201 Building 9 Principals
Acquire the ability to build healthy relationships, collaborate with others, and communicate ideas.
Strategy
Measure
Responsibility
Date
1
Increase communication with stakeholders
Surveys, agendas, feedback
Administrators, Annual and Staff Ongoing
2
Foster administrative relationships to better establish district cohesiveness
Surveys, agendas, feedback
Administrators Annual and Ongoing
3
Create and utilize stakeholder advisory committees for collaboration
Advisory group Superintendent, Ongoing agendas Building Administrators
4
Develop and add new partnerships with local businesses to support initiatives
Board Superintendent, Ongoing recognitions, Building partnership Administrators agreements, support lists on website
5
Promote parent involvement
Board recognitions, Activity promotions
6
Strategically use the district funds to provide the greatest advantage to student growth and academic achievement while maintaining appropriate balances.
Annual Superintendent 2018-2022 Secretary to the Board Report, District Finance
7
Actively participate in state and local government Legislative opportunities to promote the value of public Days, MASA education and specifically the St. James R-1 meetings School District
Superintendent, 2018-2022 Asst Superintendent
8
Disseminate and maintain district safe schools plan so stakeholders feel safe
Superintendent, Ongoing Administrators, Building and Grounds Director
Annual Evaluation
Superintendent, Ongoing Building Administrators
