Funding for CMSD Strategic Development Initiative provided by: The Cleveland Foundation and The George Gund Foundation CMSD Academic Transformation Plan.

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Funding for CMSD Strategic Development Initiative provided by: The Cleveland Foundation and The George Gund Foundation CMSD Academic Transformation Plan A Strategic Development Initiative Slide 2 2 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Executive summary (I) CMSD's Academic Transformation represents the most comprehensive and ambitious plan in the history of the district and calls for fundamental changes in...... how schools are designed and how they will operate... how central office supports schools and school based personnel... what we expect from principals, teachers and central office staff Comprehensive approach leaves no school unexamined Schools are categorized for different action (Growth, Refocus, Repurpose, Close, Open or Relocate) Plan addresses lowest performing schools in 2010-11; reevaluates annually to identify next round of support Central office will differentially manage schools based on action category Plan seeks to spread innovation: opening new proven school models and partnering with proven providers CMSD's high school strategy focuses on breaking down struggling comprehensive high schools into proven academies serving 400-600 students and offering a portfolio of choices in all three regions of the city Creating real-world learning (e.g., hands-on projects) that motivates students for college and careers Supporting 9 th grade students' transition to high school CMSD's K-8 strategy focuses on building, maintaining and growing quality schools in all neighborhoods Focusing on teaching students core academic skills (e.g., core literacy and math skills) Maintaining a select number of "choice" programs throughout the city (single-gender academies, Montessori, etc.), and those that serve a specific need (e.g., dual-language) Seeking partnerships to help serve student needs (e.g., after school care as part of "wrap-around" services) Slide 3 3 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Executive summary (II) System-wide reforms improve how central office and schools operate and create foundation for successful and sustainable transformation Transforming central office by restructuring to align priorities, increasing transparency, cutting spending Strengthening curriculum, improving teacher effectiveness, and growing stronger leaders Building accountability system to monitor performance Striving for a transformational workforce culture Strengthening relationships with community organizations, including charter organizations Plan requires significant financial resources to successfully implement projected annual improvement costs of $20-$25 million per year (2-3% of current operating budget) Must address $50M deficit projected for 2010-2011 Must aggressively right-size district by eliminating costly excess capacity Will seek support of local, state and federal community to help fund transformation initiatives By 2014-15 the CMSD community should expect every school to be rated Continuous Improvement or aboveand 50% rated Excellent or Effective on the Ohio report card. To get there we must: Raise expectations system-wide Engage parents and community in supporting students' success Instill responsibility in CMSD students to take ownership for their own education Slide 4 4 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Contents of the transformation plan Page(s) For students to succeed, we must dramatically improve education in Cleveland The goals are ambitious plan considers many inputs, and requires everyone working together to deliver Major school level changes invest directly in improving performance Shift away from comprehensive high schools to relevant career and college ready options Strong K-8 options in every neighborhood, all focusing on core skills School-by-school improvement programs recommended (including closures) Expansion of new and proven school models that will look and feel very different than school today High school example: models like New Tech that expand definition of how quality is delivered K-8 example: wrap-around schools that provide extended support services for families System-wide reforms improve how central office and schools operate Central office transforms by restructuring to align to priorities, increasing transparency, cutting spending District will strengthen curriculum, improve teacher effectiveness, and grow strong leaders Build accountability system to monitor performance Strive for a transformational workforce culture Plans must be scalable across district and financially sustainable Must address $50M deficit projected for 2010-11 Improvements come at an additional cost: ~$20-25M per year, requires outside funding support One of the most ambitious transformation efforts in US will take a city wide effort Appendix (Detailed School-by-School Recommendations) 5-14 16-17 19 20-22 23-24 25-31 33-34 35 37 38-42 43 44-46 47 49 51-54 56-103 Slide 5 5 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt An introduction from Dr. Eugene Sanders On what transformation means to me "Our Academic Transformation Planthe details of which unfold in this documentis the most important work I have undertaken in my career. Success means we will dramatically improve educational outcomes for our students - and in doing so - for the region. The stakes are highwe must transform what every student is prepared to accomplish as he/she becomes a leader in our community, our colleges and our ever-evolving workplace. To me, there are two sides to transformation, both "what" and "how" we transform. Our leadership team has spent months researching the "what": proven school models and well-tested district reform strategies. A well-designed plan is an important first step. However, it is "how" we transformthe human element of changethat will determine our ultimate success or failure. Transformation requires changing our mindset, our behaviors and our personal accountability for student success. Success will take all of useducators, families, students, and our communityworking together. In the coming months, I will push us to raise our expectations for our students, our children, and our neighbors. Please join me in this effort." Slide 6 6 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Goals for CMSD Academic Transformation Goals have provided a guidepost in this effort Graduate all students ready to compete in the 21st century global economy 1 Provide high quality schools that raise student achievement in every neighborhood so that all families have choices 2 Hold everyone accountable for success, using performance data teachers and principals, central office staff, parents and students and community 3 Recruit, support, and retain high-quality principals and teachers 4 Expand what is working today for students, be bold in rethinking, and changing what is not working 5 Right-size the district by eliminating excess capacity, addressing overcrowding and ensuring effective use of resources 7 Attract and retain students and families in Cleveland 6 Slide 7 7 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Graduation rate meets OH state benchmark (currently 90%) Average ACT score: 19 or better 1 100% of schools Continuous Improvement or better 50% schools Effective or better 100% of schools with positive growth indicators Transformational labor/ management relationships praised nationally for driving positive academic results Stable enrollment trend and 80-90% capacity utilization Improved student centered culture 2 Goals link to expectations and measurable outcomes Entire city plays a role in helping CMSD meet ambitious goals Embed 21 st century skills into all teaching and learning Grow strong, entrepreneurial principals Implement effective performance review processes that center on student achievement Strengthen community partnerships to support students and schools Deepen connection between schools and homes Transform at a pace that builds lasting support Quality schools in every neighborhood Accountability for all High-quality principals and teachers Expand what works, rethink what doesn't 21 st century graduates Right-size the district Attract and retain students and families Goals for transformation Examples of how we will raise expectations Example 2015 measures of success 1. Would meet the Broad Foundation district benchmark for average ACT score in large districts, a significant improvement from CMSD average score of 16 in 2008 2. Defined by Conditions for Learning Survey Slide 8 8 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Key success milestones to gauge CMSD progress Fall 2010 A right-sized CMSD district With students safely reassigned ~15 fewer facilities in operation ~15 new / repurposed schools opened (high school and K-8) 10-20% of total schools in city 4-6 high schools transitioning away from comprehensive approach A viable financial plan, that includes federal, local sources and prioritizes existing resources An accountability framework that clearly explains to staff goals, supports, consequences Sets measurable goals for central office departments A principal pipeline program that is identifying and growing strong academic leaders 2011-2012 school year 5-10 additional repurposed schools Expanding successful academy high school models Including proven local and national models Incubated new choice and quality programs in each neighborhood Academy high schools, expanding into the 10-11 grades 20% more of schools that have reached Continuous Improvement or better, on the way to 100% Workforce relationships that support transformational thinking and goals Five years 2015 Successful meeting of goals, targets, and success measures A portfolio of high school and K- 8 highly functioning schools that offer choices to families A vibrant district-wide culture of high expectations and high achievement Excellent leaders in all buildings Dramatically improving graduation rates, proficiency rates, and college attendance Stable CMSD enrollment, with schools that attract families to the district What you can expect to see in CMSD in... Slide 9 9 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt All graduates need modern day skills to succeed Source: The Partnership for 21 st Century Skills Adapt to change Work effectively in diverse teams Access and manage information Analyze and create media Think creatively Implement technological innovations Reason effectively Communicate clearly Manage projects, producing results Guide and lead be responsible to others Slide 10 10 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Sean's story: from an assembly line to robotics engineering How a transformative educational experience must prepare students for 21 st century success Sean was proud of his dad. He had worked hard for 25 years on the assembly line of an auto plant. Sean often heard his dad talk about how advanced robotics were quickly taking over the plant. When Sean's dad was laid off, he urged his son to continue to study hard. He wanted Sean to be prepared to design the robotics, not be replaced by them. Sean told his dad's story to his friends. Inspired, they decided to form a team to build a robot they were determined to prepare themselves for a changing world. Their physics teacher, Mr. Johnson, saw the students' passion and helped design a project that creatively incorporated all the skills the students needed to master their college entrance exam. Over several months, Sean's team worked closely with Mr. Johnson to design a robot that could lift and transport a package. They learned about energy, carefully researched designs, and built many prototype models before one finally worked. One year later, Sean wrote about his experience winning the robotics competition in a college essay that secured him entrance into MIT. Sean now is studying engineering at MIT. Slide 11 11 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt CMSD will provide a different educational experience Different than how schools have traditionally looked and felt to students and families Families receive "wrap-around" support as part of a strong community school Young children build with shapes in an alternative Montessori approach High schoolers peer into a hybrid car, learning internal combustion from local engineers Students design energy- efficient lighting in a STEM school Slide 12 12 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt The case for change is a call to action Facts CMSD enrollment has been declining sharply for nearly a decade Many neighborhoods have substantial unused capacity; others are overcrowded Maintaining this excess capacity limits the resources available for the education of students CMSD test scores and graduation rates are unacceptably low Many students who graduate are not prepared for college or the workforce As a system, the education we are delivering is not meeting all students' needs Facilities Academics Slide 13 13 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Several academic neighborhoods have all failing schools 1. Garfield (not operational in 2008-09) not included 2. Euclid Park (not operational in 2008-09) not included 3. Thomas Jefferson (not operational in 2008-09) not included 4. Willson (not operational in 2008-09) not included 5. Includes CSA, Douglas MacArthur, Garrett Morgan, Ginn Academy, Jane Addams, John Hay, Kenneth Clement, MLK High, Max Hayes HS, Option Complex, Success Tech, Tremont, Valley View, and Warner 6. Includes John Hay Campus, Ginn Academy, Douglas MacArthur, Kenneth Clement, Valley View, and Warner. Does not include MC2STEM, E-Prep or Design Lab Note: Academic neighborhood boundaries are not fixed and represent an approximation based on Cleveland residential zones. Includes K-8 schools and high schools Source: Ohio Department of Education; Student Assignments None1% to 33% 34% to 66%67% to 99%100% Percentage of schools in Academic Watch or Emergency Citywide draw schools 5 Innovative schools 6 Collinwood 2 Glenville Marshall 1 Lincoln-West 3 Rhodes Kennedy East Tech East 4 John Adams South Slide 14 14 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Declining enrollment has resulted in excess capacity Plan must also address overcrowding in Cleveland's west region 1.Includes Garfield, a committed new facility that was not operational in 2008-09 2. Includes Euclid Park, a new facility that was not operational in 2008-09 3. Includes Thomas Jefferson, a committed new facility that was not operational in 2008-09 4. Includes Willson, a committed new facility that was not operational in 2008-09 Note: Academic neighborhood boundaries are not fixed and represent an approximation based on Cleveland residential zones. Utilization equals total enrollment (for 2008-09) divided by estimated school capacity. Capacity is estimated at 25 students per classroom adjusted for 10 students per classroom for current special ed student enrollment. Where schools have been built within the Master Plan, OSFC capacities have been used to increase accuracy Source: CMSD data Collinwood 2 Glenville Marshall 1 Lincoln-West 3 Rhodes Kennedy East Tech East 4 John Adams South 80% to 90%70% to 80%Less than 70% K-8 capacity utilization by academic neighborhoods Slide 15 15 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Contents of the transformation plan Page(s) For students to succeed, we must dramatically improve education in Cleveland The goals are ambitious plan considers many inputs, and requires everyone working together to deliver Major school level changes invest directly in improving performance Shift away from comprehensive high schools to relevant career and college ready options Strong K-8 options in every neighborhood, all focusing on core skills School-by-school improvement programs recommended (including closures) Expansion of new and proven school models that will look and feel very different than school today High school example: models like New Tech that expand definition of how quality is delivered K-8 example: wrap-around schools that provide extended support services for families System-wide reforms improve how central office and schools operate Central office transforms by restructuring to align to priorities, increasing transparency, cutting spending District will strengthen curriculum, improve teacher effectiveness, and grow strong leaders Build accountability system to monitor performance Strive for a transformational workforce culture Plans must be scalable across district and financially sustainable Must address $50M deficit projected for 2010-11 Improvements come at an additional cost: ~$20-25M per year, requires outside funding support One of the most ambitious transformation efforts in US will take a city wide effort Appendix (Detailed School-by-School Recommendations) 5-14 16-17 19 20-22 23-24 25-31 33-34 35 37 38-42 43 44-46 47 49 51-54 56-103 Slide 16 16 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Multiple inputs used to develop a holistic CMSD plan CMSD's Academic Transformation plan External audits Council of Great City Schools on specialty programs/schools Education First on successful turnaround strategies BCG on facilities utilization Input, debate, discussion CMSD senior team workshops K-8 and high school sub-teams Multiple community forums Regular advisory committee input Data analysis Decision support tool data (school-by-school performance) District-wide academic performance and capacity utilization Reform research Models for district-wide reform Effective school building transformations Best practices in high school, early childhood, and middle grades Slide 17 17 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Key considerations that have guided transformation planning As informed by advisory committee of community members Do what's best for the current and future students Give students the best academic opportunities Provide students safe learning environments (remove from hazardous building conditions) Do everything possible to build well-rounded individuals Emphasize objectivity, minimize politics, and strive to consistently apply these guiding principles Be courageous seek transformational change, demonstrate a sense of urgency, and be willing to stay the course in a long, difficult journey Hold all schools to a high standard of academic performance; those that fall short face the prospect of substantial change "Right-size" the district by eliminating excess capacity and addressing overcrowding where needed, and strive to invest a portion of savings back into school sites Where possible seek to: Make all schools unique and strategic in program focus Raise the condition of all facilities to a minimum standard Preserve and enhance relationships with community organizations Spread "what works" to lower-performing schools Slide 18 18 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Contents of the transformation plan Page(s) For students to succeed, we must dramatically improve education in Cleveland The goals are ambitious plan considers many inputs, and requires everyone working together to deliver Major school level changes invest directly in improving performance Shift away from comprehensive high schools to relevant career and college ready options Strong K-8 options in every neighborhood, all focusing on core skills School-by-school improvement programs recommended (including closures) Expansion of new and proven school models that will look and feel very different than school today High school example: models like New Tech that expand definition of how quality is delivered K-8 example: wrap-around schools that provide extended support services for families System-wide reforms improve how central office and schools operate Central office transforms by restructuring to align to priorities, increasing transparency, cutting spending District will strengthen curriculum, improve teacher effectiveness, and grow strong leaders Build accountability system to monitor performance Strive for a transformational workforce culture Plans must be scalable across district and financially sustainable Must address $50M deficit projected for 2010-11 Improvements come at an additional cost: ~$20-25M per year, requires outside funding support One of the most ambitious transformation efforts in US will take a city wide effort Appendix (Detailed School-by-School Recommendations) 5-14 16-17 19 20-22 23-24 25-31 33-34 35 37 38-42 43 44-46 47 49 51-54 56-103 Slide 19 19 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt CMSD strategic framework for Academic Transformation Build on what is working, rethink and address what is not System of preK-8 neighborhood schools Ensure quality in every neighborhood Support strong core academics Emphasize early childhood and middle years Create specialized programs to address unique needs Partner with charters Diverse portfolio of academy high schools Transition from comprehensive model Build proven diverse options in each region Focus on college and career readiness Support the transition to 9 th grade System-wide reforms Transform Central Office to better support schools Strengthen curriculum, improve teacher effectiveness, grow strong leaders Build accountability system to monitor performance Strive for a transformational workforce culture Great leaders Great teachers Involved parents/guardians Exceptional CMSD students Great leaders Great teachers Involved parents/guardians Exceptional CMSD students Slide 20 20 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt The vision for CMSD's high school portfolio of schools Plan elements CMSD will build a system of high schools that breaks down comprehensive schools over time into academies that focus on teaching and support for 400-600 students Teaching real-world coursework (hands-on project learning) that motivates students Supporting the transition to 9th grade with a clearly articulated (or research-based) program to prepare students for high school success Implementing research-based models that are supported by proven networks and providers CMSDs high schools will take different transition paths to build the vision Some will build a separate 9 th grade academy to focus support for 9 th graders transition Some will open 3-4 academies that encompass 9-12 th grade Many of these will partner with proven providers and networks for support (eg, New Tech, Facing History) CMSD will develop options for students who have fallen behind, as well as those who need a greater challenge, e.g. Advanced Placement (AP) Academy to challenge all students Negotiated Curriculum Programs to provide an individualized pathway to college readiness Over time, we will implement a choice system, where students select the high school that best matches their needs Plan will address needs in each of three regions, recognizing students seek options close to home All will be accomplished in a right-sized high school system with 80-90% occupancy system-wide Safely transitioning students to a school that can provide a better academic experience Ensuring existing high quality academic programs are not put at risk Slide 21 21 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt How academy model is different from what was tried before Proven, research-based, and thoroughly planned instructional programs and schools with meaningful support Teachers and students choosing academies that best fit their teaching and learning style Flexibility for leaders to lead Hiring teachers who fit the model Using school time to best serve students Adapting instructional programs and support to fit each specific school A largely structural answer to a problem needing a holistic solution eg, disjointed instructional programs without strong researched based models, interest, or instructional support Teachers often placed in themed schools without necessary skills or interest Limited flexibility or autonomy to improve performance at the building level We have examples of success in Cleveland to build upon Yesterday's small schools Tomorrow's academies Slide 22 22 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt High school academies will create choices for students Creating scalable models and partnering to bring quality programs to schools Academies will be matched to schools in 2010 as quality partnerships are formed and innovative educators are identified to lead Design principle of academiesExamples of models we are considering Build high school academy models that can be deeply supported in each of the three regions of the city regions: West, Northeast, Southeast Advanced Placement (AP) Academies to stretch rigorous coursework "Negotiated Curriculum" Academies that encourage students to take ownership (eg, like a college independent study) 9 th grade academies supporting transition to high school Utilize city and district assets to partner with the schools to offer real work experiences STEM and science programs, partnering with local businesses (eg, like current GE or Cleveland Clinic partnerships) Fleet maintenance and other career tech programs aligned with city and district assets Partner with external education providers and networks to bring proven models to Cleveland New Tech (project-based learning), Facing History, College Board (Advanced Placement) Slide 23 23 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt The vision for CMSD's preK-8 system of schools Plan elements CMSD's K-8 system will grow, support and repurpose schools to bring quality to all neighborhoods Continuing emphasis on teaching students solid core academic skills (emphasizing literacy and math) Strengthening what is proven to work (e.g., more instructional time, focus on Pre-K early childhood, more rigor and support for the middle grades, data-driven instruction) Turning around low performance in consistently under-performing schools Based on specific neighborhood needs, some schools will develop and strengthen special programs For example, a new community wrap-around service model for schools in high need areas that will benefit from supports like adult education, health services, after school programming For example, dual language programming (Buhrer) CMSD will also develop and maintain a select number of 'choice' programs throughout the city to serve diverse learning needs; examples include Single-gender academies that support unique learning environments International newcomers academy that supports non-English speaking students Montessori to encourage discovery learning for students who thrive in an alternative environment Over time, CMSD will also selectively spread more innovative programming throughout every neighborhood Incubating successful programs, like Arts and STEM, before expanding to more schools Inviting proven local and national educational providersthrough an RFPto meet unique needs in the city All will be accomplished in a "right-sized" K-8 system with fewer schools and more investment in schools With overall K-8 school capacity around 80-90% system-wide Slide 24 24 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt PreK-8 success depends on building core academic skills Focus on teaching cognition in early grades, focus on engagement in middle grades Focus on "school readiness" for Pre-K early education Emphasize social learning (e.g., PATHS program) Teach basic skills (colors, numbers) Create a positive learning climate Set high expectations, nurturing social and emotional learning skills Take responsibility, collaboratively among staff, for student success Reinforce positive character Focus learning on a center-based strategy in the classroom Emphasize reading, writing, and mathematics Individualize instruction for learner need Implement aggressive academic intervention strategies Maintain high expectations at all grades and achievement levels Set clear and consistent performance standards Use data purposefully for assessment and accountability Formative assessments throughout the year Feedback loops to enable real- time lesson adjustments Support teacher development Tailor professional development to performance data Ensure quality common planning time in Purposeful Learning Communities Empower parents and community Support learning in the home Set expectations community-wide for highest level of achievement Prepare students for high school and beyond Support developmentally appropriate practices Educate students on high school, career, and college readiness expectations and options Ensure rigorous offerings in and out of core curriculum Encourage advanced course work Offer exploratory opportunities Organize school structure to develop meaningful student-teacher relationships Longer instructional periods Student advisory programs Looping of classes (same teacher for more than one year with same group of students) Elementary grades (PreK-4) Elementary grades (PreK-4) Middle grades (5-8) Middle grades (5-8) All grades (PreK-8) All grades (PreK-8) 1 2 3 4 5 6 7 8 9 10 Source: California Dept of Education: Elementary Makes the Grade; NYC Dept. of Education Blueprint for Middle School Success; Research in Middle Level Education Key Characteristics of Middle School Performance; MN Association of Secondary School Principals On the Road: In Search of Excellence in Middle Level Education; University of WI-Madison Inequality in America: What Role for Human Capital Policies? Slide 25 25 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Plan includes recommendations to improve schools Definition of terms Breaks-down comprehensive high schools into new academies Teachers apply to models that match skills Strong principals lead each academy Charters will be considered 2011-12 and beyond Includes one or more of following actions Replace school leadership Require teachers to reapply to school Consider conversion to charter Redesign academic program Repurpose schools Improve and expand programs in place Add academies and programs to some schools after a planning year in 2010 Strengthen programs and train leaders Provide additional resources, e.g. Additional human capital support Leadership training Curriculum assistance Intensively support as "refocus schools" Maintain as "growth schools" Close school What it means in high school What it means in K-8 Depth of intervention Goal: Ensure quality schools in every neighborhood Relocate program (close building) Maintain current building, program, staff Set strong expectation for further improvement in academic outcomes Provide additional flexibility to continue improving performance Close building and reassign students Some successful programs will relocate to better utilize space and serve students Slide 26 26 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Two additional action categories will impact schools Rounds out the comprehensive school-by-school plan for each neighborhood What this means for schools New facilities rebuilt in the master plan open with new models in 2010 For example: Thomas Jefferson, Willson Additional new school models and programs will launch each year Includes academies at the high school level Includes rebuilt K-8s in later segments of the master plan 1, as well as new K-8 models and programs at repurposed schools Some K-8 schools needing academic improvement will not receive immediate action in 2010-11 and will be reevaluated for 2011-12 year Schools placed in this category to provide additional opportunity to improve achievement and will continue to receive district supports (eg, professional development, academic supports, AAP planning, etc) Supports and consequences will be based on academic performance Schools will be re-categorized into "growth", "refocus", and "repurpose" Open and build new school models Monitor and review comprehensively for year two decision 1.Master plan will be updated to align with transformation plan Slide 27 27 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt "Refocus schools" supported from a menu of options Differentiated supports will be determined based on school need Support menu options Quality assistant principal and counselor to support academics, students Small "quick win" funds for schools Development of new competencies, knowledge sharing, personal leadership coaching Partnerships with successful schools within and outside district Cross-functional resources to provide additional support Prioritized attention to help solve pressing needs Targeted content coaching and additional professional development for teachers Tutoring and/or coaching assistance Example/Detail Increased human capital support Discretionary financial resources Cohort principal training Inter and intra-school knowledge sharing Dedicated central office support Curriculum assistance Slide 28 28 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Charters will be considered in two phases For both repurposed and closed buildings Phase I: 2010-11 Two options will be considered for proven local charter schools Begin operation in a repurposed school, "co- locating" charter and district-led school (ie, charter starts with early grades and builds out over time, as district-led school phases out) Evaluate use of closed building, with charter assuming operational cost Phase II: 2011-12 Two options will be considered for proven local and national charter and Education Management Organizations (EMOs) Encourage takeover of an entire repurposed building, with existing student population Evaluate use of a closed building, with charter assuming operation cost Slide 29 29 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt How high schools categorize using decision tool and logic 1. Relocates and repurposes to modify program to fit Glenville; results in building closure at Spellacy RepurposeRefocusCloseGrowthRelocate CSA Design Lab Garrett Morgan High Tech High John Hay Campus MC 2 STEM Success Tech Whitney Young Jane Addams Marshall/Shuler MLK Max Hayes Margaret Ireland Complex Rhodes Lincoln West John Adams John F. Kennedy Collinwood Glenville East Tech Washington Park East South Ginn (to Glenville) 1 Move hospitality program from Jane Addams Slide 30 30 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt How K-8 schools categorize using decision tool and logic Priorities for phase onethe 2010-11 school year * Currently designated as a CMSD Turnaround school; 1. Allows closure of existing buildings; regular education students will be reassigned. 2. Allows closure of existing buildings. 3. Will house Deaf Education Program as well as core K-8 neighborhood school 4. Already closed and will not be rebuilt Benjamin Franklin Clara E Westropp Clark Douglas MacArthur Girls Leadership Academy CSA lower campus (Dike) Early Childhood Dev Garfield Louis Agassiz Louisa May Alcott Marion C Seltzer Oliver H Perry Riverside Valley View Boys Leadership Academy Warner Girls Leadership Academy Watterson-Lake William C Bryant Andrew J Rickoff* Buhrer* Case Charles W Eliot Fullerton Iowa-Maple Joseph M Gallagher* Luis Munoz Marin* McKinley Nathan Hale* Newton D Baker Orchard Patrick Henry* Stokes Academy* Sunbeam Wade Park Wilbur Wright* Buckeye-Woodland Captain Arthur Roth Charles Dickens Franklin D Roosevelt George W Carver H Barbara Booker Hannah Gibbons Harvey Rice Mary B Martin Michael R White Mound Promise Academy Robert H Jamison Woodland Hills Albert B Hart* Audubon* Brooklawn Charles Lake 4 Empire Computech Forest Hill Parkway Henry Longfellow John D Rockefeller John W Raper Joseph F Landis Robert Fulton facilities to close, program to relocate Alexander Graham Bell Gracemount Kenneth Clement Tremont Alexander Graham Bells Deaf Education Program (to Willson) 1 Gracemount gifted program (to Whitney Young grade 2-12 gifted) 1 Kenneth Clement (to new Euclid Park) 2 Thomas Jefferson opens new with newcomers' program and Montessori program (relocated from Tremont 2 ) Willson opens new 3 RepurposeRefocusCloseGrowth Relocate or open new K-8s prioritized for 2010-11 using the following criteria Magnitude of school need Schools receiving students from closed schools Newly renovated buildings (unique opportunity to start anew) Slide 31 31 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Some K-8 schools will be monitored for year two decision Need to sequence and prioritize schools to ensure quality implementation Schools that will be monitored for year two decision and reevaluated ahead of 2011-12 Adlai E Stevenson Almira Anton Grdina Artemus Ward Bolton Charles Mooney Daniel Morgan Denison Paul L Dunbar East Clark Emile B deSauze Giddings Marion Sterling Mary M Bethune Memorial Miles Miles Park Paul Revere Robinson G Jones Scranton Union Walton Waverly Willow K-8s monitored for 2011-12 using the following criteria Expectation that performance will improve in 2010-11 Need to sequence and prioritize schools (with highest need schools receiving support in 2010-11 based on academic need and acceptance of new students) Placed in one of three categories Repurpose school Intensively support as "re-focus school" Maintain as "growth school" Slide 32 32 CMSD Strategic Development Initiative 2010_Jan_01 CMSD Academic Transformation plan_full plan.ppt Contents of the transformation plan Page(s) For students to succeed, we must dramatically improve education in Cleveland The goals are ambitious plan considers many inputs, and requires everyone working together to deliver Major school level changes invest directly in improving performance Shift away from comprehensive high schools to relevant career and college ready options Strong K-8 options in every neighborhood, all focusing on core skills School-by-school improvement programs recommended (including closures) Expansion of new and proven school models that will look and feel very different than school today High school example: models like New Tech that expand definition of how quality is delivered K-8 example: wrap-around schools that provide extended support services for families System-wide reforms improve how central office and schools operate Central office transforms by restructuring to align to priorities, increasing transparency, cutting spending District will strengthen curriculum, improve teacher effectiveness, and grow strong leaders Build accountability system to monitor performance Strive for a transformational workforce culture Plans must be scalable across district and financially sustainable Must address $50M deficit projected for 2010-11 Improvements come at an additional cost: ~$20-25M per year, requires outside funding support One of the most ambitious transformation efforts in US will take a city wide effort Appendix (Detailed School-by-School Recommendations) 5-14 16-17 19 20-22 23-24 25-31 33-34 35 37 38-42 43 44-46 47 49 51-54 56-103 Slide 33