Magruder High School
School Improvement Plan
2014 – 2015
STUDENT/STAKEHOLDER
FOCUS
After conducting a root cause
analysis, it was revealed that
students need regular
opportunities to use Revoicing
and Restating, two elements of
discourse, through the use of
academic language in order to
increase interactive participation
and optimize critical thinking.
LEADERSHIP
The Magruder High School community—consisting of members of the
Instructional Leadership Team, staff, parents, and students—has collaboratively
developed and will facilitate the implementation of the school vision and goals by
analyzing data to measure progress as defined by the MCPS Strategic Plan
Framework Target of increased eligibility and improved school culture. We will
communicate and facilitate the implementation of the school goals using the
following methods: Connect-Ed, school website, PTSA meetings and newsletter.
Progress will be monitored on an ongoing basis by the administration, ILT
meetings, eligibility committee, staff meetings, and collaborative planning
sessions in departments.
STRATEGIC PLANNING
FACULTY/STAFF FOCUS
As a professional learning
community, we will collaborate to
build staff capacity related to our
instructional focus.
Teachers will need professional
development on:

Identifying academic language in
their content areas

Incorporating revoicing and restating
opportunities in lessons

Peer Observation Process
Leaders will need professional
development on:

Coaching practices to engage
teachers in reflective examination of
practice

Peer observation process and
creating a common observation tool
 Survey techniques and questioning
to ensure instruments used are
capturing useful or relevant data
Goal 1 Eligibility: We will decrease the percentage of ineligible students to
meet the 2014-2015 Strategic Planning Framework Target of 13.0%.
Goal 2 School Culture:
Magruder High School will improve student and staff recognition results on the
Gallup Survey through increased visibility of and communication from
Instructional Leadership members.
PROCESS MANAGEMENT
As a result of root cause analysis, the following structures and processes will be
implemented and monitored to address student and staff needs:
 Monthly macro professional development opportunities to study and
examine the instructional focus
 Micro professional development opportunities to work in departments on
lesson planning to integrate instructional focus
 Peer visits to examine discourse strategies
 Student and staff voice surveys to monitor implementation of discourse
strategies
 Eligibility committee will meet monthly to monitor student data and
effective use of intervention strategies.
ORGANIZATIONAL
PERFORMANCE RESULTS
MCPS Strategic Planning
Framework Target:
 Decrease the number of
ineligible students to 13%
(See Appendix A and B)
School Culture:
 Increase satisfaction rating
on the Gallup Survey in the
areas of student and staff
recognition and increased
communication about
progress.
MEASUREMENT, ANALYSIS,
AND KNOWLEDGE
MANAGEMENT
 Data analysis of grades by eligibility
committee every three weeks using
Pinnacle
 Quarterly review of ineligible
students by ILT
 Formative and summative
assessments
 County final exam grades
 Student and teacher survey data on
discourse strategies
 Gallup survey data
 Staff surveys on school culture
(increased visibility and
communication)
 Peer observation data
 Formal and informal observation
data