TheDeKalbCountySchoolDistrict(DCSD)isimplementinganaggressivefive-pointactionplantoboosttheperformanceofnofewerthan26underperformingschoolhouses.Thisdeep-divingplanfeaturesanincreasedemphasison1)instructionalstrategiesandresources;2)realigninghowthedistrictsupportscampuses;3)effectivemonitoringofperformance;4)"BuildingTRUST"partnerships;and5)improvingprocesses.Instructionalstrategiesandresources

v Addingmorethan$1.9millionforTurnaround-focusedinitiativesincludingScience,Technology,EngineeringandMathematics(STEM),Project-BasedLearning,LiteracyandMulti-TieredSystemofSupport/ResponsetoIntervention.

v FosteringpartnershipswithGeorgiaStateUniversity,GeorgiaTech,Universityof

Georgia,andGeorgiaSouthernUniversitytoprovideforresearch-basedinstructionalprogramsandwrap-aroundsupportservices.

v Designating10elementaryschoolsforcompleteschoolredesignandintensive

Turnaroundsupport:AllgoodElementary,CedarGroveElementary,ChapelHillElementary,FairingtonElementary,FlatShoalsElementary,MeadowviewElementary,OakViewElementary,PanolaWayElementary,SnapfingerElementary,andStoneviewElementary.

v Developing,forinstructionalstaff,anunderstandingthestandardsandtasksrequired

basedonWebb’sDepthofKnowledge,usingdatafromformativeandinterimassessmentstodriveinstruction,andmakingdefinitiveinterventionsforstudentsbasedonassessmentdata.

Realigningdistrictsupportforcampuses

v Decentralizing,throughthreesystemicphases,schoolleadershipintofiveadministrativeregions,eachwithitsownregionalsuperintendentwithanemphasisonprovidinggreatersupporttoallTurnaroundschools.

v Providinga12-monthprofessionalgrowthplanforschoolprincipalsofTurnaround

schoolsthatincludesexecutivecoachingandstrategicplanningthroughmonthlynetworkandprofessionallearningmeetings.

v OfferingaDCSD-widetalentacquisitionstipendsandsigningbonusestoattractand

retainatalentedteachingworkforce.Effectivemonitoringofassessmentsandperformance

v InitiatinganexternalcurriculumauditcompletedtobetterdetermineacademicstrengthsandweaknessesinTurnaroundschools,includingcurriculumrecommendations.

Ourfive-pointTRUSTTurnaroundSchoolsActionPlan

v Obtainingmorethan$500,000innewaccountabilitysystemupgrades,includinganewearlywarningsystemanddatawarehousetobetterassessstudentandschoolprogressonadailybasis.

v CreatinguniqueTurnaroundplansandperformanceprofilesforTurnaroundschoolsfor

increasedaccountabilityformeetingtheacademicandsocial-emotionalneedsofallstudents.

“BuildingTRUST”partnerships

v GrowingapartnershipwithHoughtonMifflinHarcourtfocusedonanevaluationandreviewofourcurriculum.Redesignwillincludetheinfusionofrigoracrossalllevelsandremediationandextensionstrategies.

v GrowingapartnershipwithDiscoveryEducationthatfocusesonprovidingstrategicdevelopmentsupporttoenhanceteachingandlearningthroughacademiccoaches,instructionalsupportspecialists,teachersandschool-basedadministrators.

v UtlizingtheInstituteforRestorativePracticetocurtailhigh-suspensionratesthroughresearch-basedmethodsthatrestoredignitytostudentsandhelptheminteractpositivelywiththemselvesandothers.

v WorkingwiththeMetropolitanRegionalEducationServiceAgencytocontinueto

supportschoolstowardstheacquisitionofcontentdevelopmentintheareasofmathematicsandliteracy.

v Continuingtodivedeeperandgaininsightintothepovertychallengesthatmayserveas

barrierstolearning,andhowtoovercomethosechallenges.

v EnhancingOperationLeadHigherbyincreasingthenumberofopportunitiesforAdvancedPlacementclassesandInternationalBaccalaureateclassesforunderrepresentedstudents.

v InstitutingmethodsendorsedbyAdvancED,anexternalnon-profitandnon-partisan

accreditingorganizationthatassessesinternalpracticesthatsupportcontinuity,clarityandsupportstructurestowardsoverallstudentachievement.

Improvingprocesses

v EnsuringdatathroughResponsetoInterventionisconsistentlymonitoredandaddressedthroughInfiniteCampus.

v Usingareal-timedatavisualizationtool,Tableau,thatprovidesdetailedinsightintolearning,attendance,behavioralandotherdatasets.

v Employingtargetedandtieredprofessionaldevelopment.

v ContinuousImprovementPlanningthatensuresthatlocalschoolleaders/leadership

teamsunderstandtheirdataasalignedtogoals,andhowtocreateinternalcapacityandprocessestomeetthegoals.

v Rigormeter–TheDCSDRigormeterprovidesallK12schoolsandDistrictleaderswithavisualapplicationthatservesasaguiderelatedtotheinstructionallevelsofrigorbasedontheoriginalBloom’sTaxonomy(whichalsoalignstoWebb’sDepthofKnowledge).

v Disproportionality–CheckandConnectisaresearch-basedinterventionthathelpstoidentifyearly-warningsignalsforstudentswhoaredisengagedandat-riskofdroppingoutofschool.