John Marshall High School
The Transformational Journey
to
Exiting Priority School Status
Facilitator: Beverly L. Britt, Principal
Who Are We?
41 General Education Staff
13 Exceptional Education Staff
5 Instructional Support Staff
3 Administrators
30 Teachers/Support staff with a Postgraduate Professional License
21 Teachers with a Collegiate Professional License
8 Teachers with a Provisional License
764 Students Enrolled
267 Exceptional Education Students Enrolled
85% of Free / Reduced Lunch
English
100
90
80
70
94
96.7
90
84
86
73.5
60
50
40
30
20
10
Reading
Writing
2012-2013
2013-2014
All English
Math
100
90
80
89
85.7
82
89
84
82
77
70
60
50
52
40
30
20
10
0
Algebra I
Geometry
2012-2013
Algebra II
2013-2014
All Math
Science
100
90
80
90.7
88
83
83
78
70
77
81
82
60
50
40
30
20
10
Earth Science
Biology
2012-2013
Chemistry
2013-2014
All Science
History
100
90
80
94
87 86.1
86.2
89
85
87
82
80
86
70
60
50
40
30
20
10
World History I
Wold History II
Geography
2012-2013
2013-2014
U.S. History
All History
GCI
83
Provisionally
Accredited
81
80
Accredited
with
Warning
Accredited
with
Warning
Standing
2012-2013
2013-2014
2014-2015
Beginning with the end in mind!
• Must consider the “Big Picture” but DO
NOT omit the small details.
• Big Picture of JMHS
• Change takes time!
Must talk the talk and walk the
walk!
• Know what you value and what matters
• Move toward implementing organizational structures to
stimulate change and improvement
• Get the right people on board (make sure your entire team
is on the right bus)
• School buy-in that change is needed
Reality Checks
• Where are we?
• How did we get here?
• What do we need to do?
• How will we know that goals have been met?
This becomes a way of life within your building!
Jim Collins
“….the enemy of great is good!
Society is content with good.”
Well good is not good enough!
Rick DuFour
“Vision at our school will not be empty
aspirations, but obligations, deadlines and
concrete accomplishments.”
Challenges
Opportunities
Failing to Meet Graduation Rate

Evaluated why students were dropping out of school

Re-evaluated internal practices; Established a process and procedure for student withdrawals

Hired Intervention Specialist, Graduation Counselor and Career Coach to provide wrap-around
services to better meet the needs of students

Reassigned caseload for counselors

Utilized social media channels to communicate with students and parents

Conducted home visits for students not coming to school

Revamped and tightened services for Twilight School and Project Graduation

Hired Coaches in the Classroom Counselor to support and monitor student athletes

Implemented double-blocked math and reading classes for 9th grade students

Broadened opportunities, resources and service delivery for transition assistance for exceptional
education students

Conducted Senior Parent Night in September and May
Getting Staff Buy-In and
Commitment

Broadened communications with staff and stakeholders on the transformation process

Established a transformational team

Provided professional development on team building, consensus, value voting, and team dynamics

Created a school improvement plan with realistic tasks, time frames and goals for assessment

Provided job embedded professional development on unpacking the standards, differentiation,
instructional environment, instructional look fors and student engagement

Provided training and implemented RPS new lesson plan model

Provided rubric for lesson plan review to staff

Provided teachers with feedback regarding lesson plans

Broadened opportunities to celebrate quick wins and staff accomplishments
Increasing Leadership Capacity
 Principal and selected teacher participated in year long
leadership program with NISL
 Participated in continuous training with AARPE to enhance
instructional leadership
 Increased opportunities for teachers to serve in various roles
to build leadership capacity
 Revamped and restructured administrative and department
head’s meetings as a vehicle to share new learning
 Provided training for administrators and department heads
using inter rater reliability for peer observations and feedback
Holding Staff and Students Accountable

Revamped master schedule to include common planning for staff and a variety of scheduling
options for students

Established non-negotiables for learning, student outcome and classroom norms

Trained, supported and implemented common planning for core classes

Coordinated and implemented discussions during faculty meetings on Raising the Bar and Closing
the Gap Whatever It Takes by Rick DuFour

Implemented established procedures and created departmental professional learning environments
for staff

Transformed staff meetings from informational to professional development

Restructured classroom environments to be more engaging, student-centered and less distracting

Scheduled additional SOL remediation and tutoring opportunities for students

Created Principal Advising and Consulting Team for student leadership

Implemented student accountability card for all students to promote effort and achievement
Changing the Learning and Culture of the
School
 Established school-wide routine and procedures for uninterrupted instruction (Ex:
homework, cellphone, tardy students, classroom norms, data wall, word walls, etc.)
 Hired a parent liaison
 Conducted parent meetings in local community centers and faith-based churches
 Conducted a community outreach walk to build relationships with parents
 Toured neighborhoods of JMHS students to broaden teacher understanding of
student population
 Conducted nontraditional Back to School Night to engage parents at a greater level
 Increased opportunities to celebrate and focus on accomplishments of staff and
students using “Spotlight on You”
Focusing on Sustainability

Always put students first

Meet students at their point of need

Inspect what you expect

Stay focused on the plan

Continue to evaluate programs to determine their importance, effectiveness and whether they are being
implemented with fidelity

Model the desired behaviors

Keep the main thing the main thing and communicate to all stakeholders

Continue to build leadership capacity

Don’t work in isolation.

Look for ways to provide support

Use everything as a learning opportunity

Strategically utilize your resources

Celebrate the quick wins and recognize staff and students frequently
“All you need is the plan, the road
map, and the courage to press on
to your destination.”
Earl Nightingale
Questions???????