School Plan for Improvement
District Name:
LEA Code:
Year:
Washington County Schools
940
2016-2017
Superintendent Name (or Designee)
Dr. Delilah Jackson
Superintendent (or Designee) Email
[email protected]
District Mission
Through high quality teaching using the common core standards, our teachers will understand what students need to know and
be able to do, with evidence of mastery and in turn Washington County Schools will provide a world-class education to every
child, in every classroom, every day.
District Vision
Washington County Schools will produce students who take ownership for their learning an who are avid readers, writers, and
mathematical thinkers ready for any challenge in the 21 century.
Data Analysis: Give a brief description of the data sources your team analyzed and the root causes uncovered during the analysis. What was learned from the data review? How did these data
inform decisions for school improvement initiatives? (to include TWC, EOG/EOC results, attendance, graduation rates, among other sources of data)
Washington County is a rural, isolated, low wealth county located in northeastern North Carolina. A little over 13,000 people make their home in Washington
County with only 38 people per square mile. The county is comprised of 3 towns; Plymouth, the county seat, population 3,878; Roper, population 611; and
Creswell, population 276. The 2010 census data indicated that the African American population of the county equaled 49%, while Caucasians made up 46% of
the total population, and the remaining 5% of the population was 3% Hispanic, and 2% other (American Fact Finder, 2013).
The median household income in 2013 was $34,936 while the average household income was $45,728. According to 2013 data from the U.S. Census Bureau,
23.7% of all families in Washington County live below the poverty level. The poverty rate for those who have not graduated from high school is 25.7% and for
those who are high school graduates, the poverty rate stands at 18.1%. The percent of families living in poverty improves to 14.7% when the householder has
some college and is drastically reduced to 5.2% when the householder has a bachelor’s degree. All students in the district receive free lunch and breakfast
through a Community Eligibility Provision provided by the National School Lunch Program. Agriculture and forestry are the major economic interests in
Washington County. The Vernon G. James Research Center and Tidewater Research Station are agricultural research facilities located in Roper. (American Fact
Finder, 2015)
The current unemployment rate as of February 2016 is 8.5% comparable to the neighboring average rate of 10.039% but much higher than the state rate of
5%. There is no appreciable manufacturing in the county. Five of the seven top employers are government agencies and the top twenty-five employers include
fast food restaurants, convenience stores and grocery stores.
Tourism offers some potential growth for the county. Washington County has several historic sites including Somerset Plantation, the Roanoke River
Lighthouse and the Plymouth Maritime Museum. Plymouth hosts an annual living history event commemorating the Civil War Battle of Plymouth. The county
is also part of a region that includes abundant natural resources including water and wildlife. The county is home to Lake Phelps, North Carolina’s second
largest natural lake. The county is also bordered on the north by the Roanoke River and Albemarle Sound, and is approximately sixty miles from the North
Carolina coast. Hunting and fishing opportunities are abundant. The county is traversed by a major route to the coast, and summer beach traffic is significant.
Service jobs make up a significant part of local employment and behind local government, Leisure and Hospitality is the largest employment sector. (Bureau of
Labor Statistics, 2016)
District Info Mission Vision Section | Page 1
School Plan for Improvement
School
Performance
EOG
EOC
Reading
Math
Science
Eng. II
Math
Biology
65.1
74.6
61.4
58.2
65.7
77
61.4
70.3
49.1
69.3
62.5
76.3
58.6
68.5
42.1
66.2
58.5
84.2
2013-2014
2014-2015
2015-2016
The chart show above is a School Performance Snapshot of the last 3 years. The numbers represented indicate the percentage of students who scored Level 1 or 2
on End-of-Grade or End-of-Course tests. Based on the analysis of this data, there is a slow decrease in the number of students who are performing below grade
level on the EOG. Science has seen the biggest decrease in the number of students below grade level. Hands-on activities have been heavily incorporated for the
last couple of years. Math has consistently been an area of improvement for our district. The Math scores closely correlate with our Reading scores in grades 3-8.
Literacy with an emphasis on vocabulary development is a focus for our district this year in all subject areas. Regarding EOC tests, the results have fluctuated in
English II, decreased in Math, and increased for Biology. The performance of our high school students has been gravely impacted by the lack of consistent teachers
and instructional practices.
The chart listed below, shows our district results for the last 3 years. As indicated, our Grade Level Proficiency (GLP) been consistently below 40%. Moreover, our
Career and College Ready (CCR) percentage has fluctuated in the low to mid 20s. Over the years, our percentage proficient for WorkKeys has increased
significantly. The number of CTE concentrators has increased and monitoring of the data. Consequently, we have seen a decrease in the percent proficient for The
ACT. This could be contributed to several factors such as test awareness and number of students being tested. The graduation rate has also fluctuated within the
last 3 years. More attention is being given to development of 4-year graduation plans. An intentional intervention has been developed beginning in the eighth
grade.
2013-14
2014-15
2015-16
CCR
22.7
25.2
24.1
GLP
31.9
35.4
37.4
The ACT
31.5
25.8
23.9
ACT WorkKeys
42.5
63.3
66.7
83
88.4
80.3
Internal Review
CGR 4yr
District Info Mission Vision Section | Page 2
School Plan for Improvement
Attendance has been steady factor for our district. Within the last 3 years, attendance has been on average 95%. The School Social Worker position has been
increased from part-time to full-time to assist with absenteeism and tardiness.
Teacher turnover has been problematic through the years. For the 2013-2014 school year, Washington County has the highest teacher turnover rate in the state
(34.43%). The percentage slightly decreased for the 2014-2015 school year to 30.97%. The turnover rate for the 2015-2016 school year is projected to be much
lower than the past years. A concentrated effort has been made to employ a Beginning Teacher Coordinator to work closely with the larger percentage of
beginning teachers who are also mostly lateral entry.
An analysis of the district Teacher Working Conditions Survey revealed two areas of focus; community support and involvement and school leadership. Strategies
have been developed to address the areas of focus based on the TWC survey.
Lastly, efforts are being made to increase leadership at all levels. Positive Intervention Behavior Support is being fully implemented in all schools and the MTSS
process is catalyst for student intervention and change.
District Info Mission Vision Section | Page 3
School Plan for Improvement
District Name:
LEA Code:
Year:
Washington County Schools
940
2016-2017
The District Improvement team/WCS will increase the number of schools receiving a school performance grade of C from 20% to
60% and increase the district growth score.
District Goal #1:
(SMART - Specific,
Measurable, Attainable,
Realistic, Time-Bound)
SBE Goal Alignment:
LEA Goal Alignment:
Goal 1: Every student in the NC Public School System graduates from high school prepared
for work, further education and citizenship.
Every student in Washington County Schools graduates from high school prepared for work,
further education, and citizenship
Indistar Indicator: (if applicable)
Progress:
District Goal #2:
(SMART - Specific,
Measurable, Attainable,
Realistic, Time-Bound)
Progress Monitoring Status:
Has Begun
The District Improvement Team will model effective data analysis to ensure alignment and implementation of formative
assessments that increase student proficiency and growth thus providing a personalized education for each student.
SBE Goal Alignment:
LEA Goal Alignment:
Goal 2: Every student has a personalized education.
Every student in Washington County Schools has a personalized education
Indistar Indicator: (if applicable)
Progress:
District Goal #3:
(SMART - Specific,
Measurable, Attainable,
Realistic, Time-Bound)
Progress Monitoring Status:
Has Begun
Washington County Schools will increase the number of teachers demonstrating positive teacher effectiveness at each school to
80% by October 2017.
SBE Goal Alignment:
LEA Goal Alignment:
Goal 3: Every student, every day has excellent educators.
Every student, every day will have excellent educators
Indistar Indicator: (if applicable)
Progress:
Progress Monitoring Status:
Has Begun
Goals Section | Page 1
School Plan for Improvement
District Name:
LEA Code:
Year:
Washington County Schools
940
2016-2017
The District Improvement Team/WCS will increase the number of schools receiving a school performance grade of C from 20% to
District Goal #1:
60% and increase the district growth score by June, 2017
Strategy #1:
Washington County Schools will develop a District Improvement Team to conduct school data visits.
Describe the strategy that
will support this goal
Progress:
Tasks/Action Steps:
Describe the action steps
that will be taken to
support this stratgegy.
Progress Monitoring Status:
Has Begun
Identify and notify team members for the District Improvement Team by September 2016. Prepare data reports for each visit.
Determine dates for each school visit, send date of visit to school with a list of items in order for the school to be prepared for
the visit. Communicate purpose of the visit to principals. Establish criteria for data discussion: school schedules, observation
Evidence:
Calendar with scheduled visits, Agenda and Minutes from each visit
(Identify documents and artifacts)
Person(s) Responsible:
Superintendent
Timeline:
August 2016-June 2017
Budget Amount: (if applicable)
Strategy #2:
Describe the strategy that
will support this goal
Progress:
Budget Source: (if applicable)
N/A
N/A
The District Improvement Team will lead efforts toward continuous improvement and implementation of district nonnegotiable initiatives and utilize NCStar by providing individual coaching to schools.
Progress Monitoring Status:
Has Begun
Conduct monthly fidelity checks. Provide feedback to principals. Develop an action plan based on information obtained from the
fidelity check to guide the school toward improvement. Provide coaching comments in NCStar as follow up to each visit.
Tasks/Action Steps:
Describe the action steps
that will be taken to
support this stratgegy.
Evidence:
(Identify documents and artifacts)
District Walkthough template and responses, Non-negotiables Chart, Notes from the
Debriefing meeting
Person(s) Responsible:
District Improvement Team
Timeline:
September 2016-June 2017
Budget Amount: (if applicable)
Strategy #3:
Describe the strategy that
will support this goal
Budget Source: (if applicable)
N/A
N/A
District Leadership will conduct monthly meetings with each administrator to review the data to determine progress towards
school improvement plan and implementation of district non-negotiables.
Goal 1 Strategies Section | Page 1
School Plan for Improvement
Progress:
Tasks/Action Steps:
Describe the action steps
that will be taken to
support this stratgegy.
Progress Monitoring Status:
Has Begun
Establish a calendar to reflect meeting dates, times, location. Determine clear targets for school leaders between each visit.
Identify professional development needs of school leaders.
artifacts specific to the school, notes from the monthly check-in, data protocol, SchoolNet
Evidence:
Usage report, Progress monitoring documents created by the school, NCEES
(Identify documents and artifacts)
Person(s) Responsible:
Delilah Jackson, Fannie Williams, Curriculum Specialist
Timeline:
Budget Amount: (if applicable)
October 2016-June 2017
N/A
Budget Source: (if applicable)
Goal 1 Strategies Section | Page 2
N/A
School Plan for Improvement
District Name:
LEA Code:
Year:
Washington County Schools
District Goal #2:
Strategy #1:
Describe the strategy that
will support this goal
Progress:
940
2016-2017
The District Improvement Team will conduct seven visits to each school to model data analysis by May, 2017. The purpose of
the visits is to monitor the alignment and implementation of formative assessment to increase proficiency from 37.4 % Grade
Level Proficiency to 50% Grade Level Proficiency thus producing growth toward district personalizing education for each student.
Each school will implement formative assessments on a regular basis to meausre mastery of standards, growth and student
understanding
Progress Monitoring Status:
Has Begun
Collect and analyze formative assessment data to assist with the development of support plans for teachers who have deficits in
student achievement
Tasks/Action Steps:
Describe the action steps
that will be taken to
support this stratgegy.
Evidence:
(Identify documents and artifacts)
Person(s) Responsible:
DIEBELS-TRC assessments, tiered assignment template, district benchmarks, KEA for
Kindergarten, data protocol, data walls, student data folders, student work samples, data
Building level administators, Curriculum specialists
Timeline:
September 2016-June 2017
Budget Amount: (if applicable)
Strategy #2:
Describe the strategy that
will support this goal
Progress:
Budget Source: (if applicable)
N/A
N/A
Implement a district-wide on-site review system for building level administrators and district leadership to manage and support
effective instructional practices
Progress Monitoring Status:
Has Begun
Implement NCStar to guide the continuous school improvement process
Tasks/Action Steps:
Describe the action steps
that will be taken to
support this stratgegy.
Evidence:
(Identify documents and artifacts)
Person(s) Responsible:
NCStar web based tool, data protocol, minutes from meeting
School Improvement Team, Principal, Teachers
Timeline:
October 2016-June 2017
Budget Amount: (if applicable)
Strategy #3:
Describe the strategy that
will support this goal
Budget Source: (if applicable)
N/A
Implement district-wide intervention time to improve academic growth for all learners
Goal 2 Strategies Section | Page 1
N/A
School Plan for Improvement
Progress:
Tasks/Action Steps:
Describe the action steps
that will be taken to
support this stratgegy.
Progress Monitoring Status:
Has Begun
Each school will develop an effective school-wide differentiated intervention program to improve academic growth and skills for
struggling learners, average or moderately struggling learners, or high-performing learners.
Evidence:
STARI (6-8), Edgenuity (Pathfinder; 1-5, My Path; 6-12) I Ready (pilot) data protocol
(Identify documents and artifacts)
Person(s) Responsible:
Building level adminsitrators, Teachers, Tutors
Timeline:
Budget Amount: (if applicable)
September 2016-May 2017
$18,000.00
Budget Source: (if applicable)
Goal 2 Strategies Section | Page 2
PRC 050-Title I
School Plan for Improvement
District Name:
School Code:
Year:
Washington County Schools
940
2016-2017
Washington County Schools will increase the number of teachers demonstrating positive teacher effectiveness at each school to
District Goal #3:
80% by October 2017.
Strategy #1:
Train teachers to effectively use the instructional delivery model to impact student proficiency and student growth
Describe the strategy that
will support this District Goal
Progress:
Progress Monitoring Status:
Has Begun
Offer professional development to train teachers to use the unpacking documents, write across the curriculum, utilize EVAAS,
manage their classroom, etc.
Tasks/Action Steps:
Describe the action steps
that will be taken to
support this stratgegy.
Evidence:
(Identify documents and artifacts)
Person(s) Responsible:
Timeline:
Participant Roster, presentation materials, WCS PD Calendar, agenda
District Improvement Team, Teacher Leaders
September 2016- April 2017
Budget Amount: (if applicable)
Strategy #2:
Budget Source: (if applicable)
N/A
N/A
Offer targeted professional development for beginning teachers each month to increase their instructional capacity
Describe the strategy that
will support this goal
Progress:
Progress Monitoring Status:
Has Begun
Conduct required monthly Beginning Teacher Talks focused on professional learning defined from teacher surveys, mentor and
building level administrator recommendations
Tasks/Action Steps:
Describe the action steps
that will be taken to
support this stratgegy.
Evidence:
(Identify documents and artifacts)
Person(s) Responsible:
Timeline:
Budget Amount: (if applicable)
Strategy #3:
Describe the strategy that
will support this goal
Curriculum Specialist Team Support documents, PD schedule, agendas, survey results
Chief Personnel Officer, Curriculum Specialists, Building Level Administators
September 2016- April 2017
N/A
Budget Source: (if applicable)
N/A
Determine master teachers within the district for the purpose of developing teachers leaders to model effective instructional
practices
Goal 3 Strategies Section | Page 1
School Plan for Improvement
Progress:
Tasks/Action Steps:
Describe the action steps
that will be taken to
support this stratgegy.
Progress Monitoring Status:
Has Begun
Use the district walkthrough protocol to identify teachers who demonstrate mastery through the delivery of district nonnegotiables and the instructional model
Evidence:
District Walkthrough data, lesson plans, student pre and post data
(Identify documents and artifacts)
Person(s) Responsible:
District Improvement Team, Buidling level Administrators
Timeline:
Budget Amount: (if applicable)
September 2016- April 2017
N/A
Budget Source: (if applicable)
Goal 3 Strategies Section | Page 2
N/A