Readiness Repor t
for
Carlisle County Schools
Dr. Keith Shoulders, Superintendent
4557 State Rt. 1377
Bardwell, Kentucky 42023
September 25, 2009
AdvancED is the parent organization of the North Central Association Commission on
Accreditation and School Improvement and the Southern Association of Colleges and
Schools Council on Accreditation and School Improvement.
READINESS REPORT for AdvancED™ ACCREDITATION
Purpose: This report is designed to reflect a school’s/district’s/Educational Service Agency’s
(ESA’s) readiness for accreditation by reviewing their Self-Assessment of Readiness and examining
its practices in relation to the AdvancED Standards for accreditation. By assessing a
school’s/district’s/ESA’s readiness, a determination can be made regarding its capacity to meet the
AdvancED Standards and whether it can be granted candidacy status for accreditation.
Demographics: Provide a brief summary of the school’s/district’s/ESA’s demographics
(e.g., school type, grades served, district size and number of schools served, student
population, public/private, etc.).
On September 25, 2009 as a representative of the SACS state office, I made a Readiness Visit to
Carlisle County School District in order to determine their ability to successfully complete the
district accreditation process. This is a rural public district located five miles from Bardwell, Ky.
which is a small town in the county. The district serves students at three schools from preschool
age through 12th grade. The K-5, 6-8, and 9-12 schools are all a part of the process. Several
employees play various different roles making it easier for the district to continue to be fiscally
responsible. Even though roles are varied and many per employee, there seems to be no adverse
effect in what is provided for students and their ability to attain desirable academic achievement.
The system has 804 students and 98% of the students are Caucasian. There is a very low
transition rate with very few students moving in and out of the district during the school year.
Approximately 53% of the students qualify for free or reduced lunch and many of the residents
work outside the county due to the fact that there are not a large number of employment
opportunities within the county boundaries. The number of students with disabilities is 12.07%
of the total student population. The community is very supportive of the school system and
excellent participation by community members makes communication with stakeholders a positive
attribute. The district serves some 20 students that reside outside the service area in other
counties. Bus transportation is offered to all school district residents and about 60-65% of the
students ride the bus to Carlisle County schools on a daily basis.
Section 1: Please summarize the school’s/district’s/ESA’s completed Self-Assessment of
Readiness.
The Readiness Report was completed by the District Leadership Team which was comprised of a
total of eight principals and district office leaders. According to the report, district leadership
found the necessary conditions generally categorized as operational or highly functional. The one
area district personnel viewed to be somewhat worrisome was the condition listed as Quality
Information. In this area there was a concern regarding the use and management of information
throughout the district. Having seen the reports and information gathering required by the state,
the district’s commitment to data disaggregation, and the emphasis on using the information for
improvement, I believe the self-evaluation in this area may have been a case of not accepting
credit for the things that are positive in this area. However, we agreed that using this information
to the maximum and permeating the district with the mission and vision would be a place to work
toward improvement. All the information systems, evaluation components, and commitment are
there to consider this a positive necessary condition that would not be detrimental to the outcome
of this process.
The district provided excellent examples throughout related to the three core tasks listed in the
report. The tradition of high academic expectations exists and is still in place throughout the
district for all students. The district initiates the Comprehensive District Improvement Planning
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READINESS REPORT for AdvancED™ ACCREDITATION
process while each school develops a Comprehensive School Improvement Plan where goals and
objectives are designed to meet expectations in student learning. The mission and vision
statements are in place to support academic success. Plus, an effort is made to keep parents
involved and contributing to those desirable results.
The district promotes and uses data as a major part of the decision-making and monitoring
process. State, district, and classroom results are utilized in determining the weaknesses in student
performance as well as strengths. This data enables teachers to work toward improvement in
student academic results. Instructional practice feedback is provided and emphasized for assisting
in improved teaching methods by way of Learning Walks, participation in the KCMP process, and
analysis of state and local test scores. However, there is an indication that the district leadership
feels that setting performance targets and moving quickly to take action may not be the strongest
part of the monitoring exercise.
In Core Task # 2, overall the district seems to be delivering the necessary student learning support
to improve teaching and learning and I found it to be easily observable as I walked through the
three schools. By promoting curriculum mapping, Carlisle County Schools are all following
through assuring the alignment of their curriculum with necessary core content and academic
expectations established by the Kentucky Department of Education that are both rigorous and
coherent. In general, students and their families are involved in the activities and learning
opportunities provided by their respective schools. Nevertheless, the district would like for
students to be even more involved and they are working toward that end with improved facilities
that will afford more opportunities. Other initiatives such as “Capturing Kids Heart” and
“Thoughtful Ed” have been used to train staff to value students and their well-being not only
through improved teaching but factoring in the intangible barriers where caring staff members can
make a positive impact on each student. Continued evaluation and annual professional growth
plans are used as a vehicle to prepare and provide teachers with feedback and annual goals for
growth. Maximizing the use of instructional time and desirable learning environments appear to
be strong areas in this core task group. Lastly, the district is equipped to address individual needs
by using tutoring programs and differentiation methods. Both of these district supported items
offer students in need of additional and/or varied instruction the access required for proper
development.
In order to foster a culture of improvement, CCSD has developed professional learning
communities by using early release time and common planning, common assessments, peer review
and district/school retreats. It was clearly evident that the district possesses a spirit of
collaboration and collegiality representative of commonality in team effort. Regular meetings
occur in all the schools as well as with the district administrative team. As for leadership, this
would be a strength in that the district employees are often involved in the KY Leadership
Academy, EILA system for minimum training, Teacher Leader Program and collaborations with
Murray State University. Excellent opportunities for development through professional learning
and leadership training are available to Carlisle County School District teachers and
administrators, especially when the size of the district is considered. Fortunately, the district is
very astute in identifying and targeting potential grants, such as “Gear Up” and reading/math
grants, which enhances their ability to provide terrific prospects for personal and student
development.
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READINESS REPORT for AdvancED™ ACCREDITATION
Section 2: Please summarize the school’s/district’s/ESA’s capacity to meet the
AdvancED Standards for accreditation.
During my visit to Carlisle County Schools, I was able to acquire an understanding of where this
district seems to be at this time in the scope of this process. After touring the facilities meeting
principals, speaking with Superintendent Shoulders and Instructional Supervisor Simmons, and
discussing the district’s capacity to meet the standards as related to the self-assessment, it is my
judgment that the Carlisle County School District has the capability to meet all AdvancED
standards, the financial means, the physical capabilities, and the necessary desire for accreditation
that one would seek out to determine readiness.
In my judgment, the ability to meet all SACS standards and indicators is present based on the
district implementation of the following (in no particular rank or order):
• worthwhile vision and mission
• excellent instructional program
• present and past student academic success
• willingness to provide opportunities for instructional improvement
• support of leadership development and training
• procedural and policy guidelines
• data disaggregation and analysis
• commitment to evaluation, professional development and professional growth in all
employees
• district and state assessment programs
• cohesive school-to-district office, district office-to-school relations
• ability to acquire resources for providing student/teacher support
• commitment to continuous improvement
Many of these listed items “crossover” into multiple standards and, I believe, will provide the
necessary proof to meet all required standards and indicators provided in the AdvancED
Standards Assessment Report.
Section 3: Please summarize the school’s/district’s/ESA’s current efforts to engage in a
continuous process of improvement and quality assurance.
Many items have already been discussed in this report that would provide proof and support to
the fact that CCSD is committed to continuous improvement and quality assurance. Those items
would include but are not limited to, a worthwhile vision and mission, the commitment to the
Comprehensive School/District Improvement Process, Learning Walks, District and State
Assessment programs, premium placed on test data disaggregation, development of professional
learning communities, continuous and needs-based professional development, and participation in
grant funded programs as mentioned earlier.
However, the district is also providing additional support for continuous improvement through
the KY Internship Program (KTIP), 21st Century Learning grant, Read-To-Achieve grant, Gifted
and Talented program, parent involvement coordinator and partnership with Graves County
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READINESS REPORT for AdvancED™ ACCREDITATION
Schools for effective leadership. In addition, Dr. Shoulders regularly attends West KY
Educational Coop meetings where superintendents receive new information as well as important
updates regarding critical national, state, and regional issues. Without question, this district is fully
engaged in quality assurance and continuous improvement. And, considering the limitations in
some areas, Carlisle County is very effective in continually being open to new ideas and programs.
Therefore, it would be very surprising if the spirit of improvement does not continue for many
future years down the road.
I am pleased to suggest that Carlisle County School District is prepared to proceed forward with
the AdvancEd District Accreditation process.
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Section 4
RECOMMENDATION OF VISITING STATE OFFICE REPRESENTATIVE:
×
Recommended as a candidate for accreditation
❑
Recommended to remain as an applicant
Randy L. McCallon
AdvancED Representative
September 26, 2009
Date
STATE DIRECTOR APPROVAL:
Thomas E. Jones
State Director
October 6, 2009
Date
XX❑ Approved as a candidate for accreditation
❑
Approved to remain as an applicant
Next Steps: Please summarize the next steps for the school/district/ESA.
1. Continue to monitor the system’s adherence to SACS/AdvancED Standards and engage
in ongoing school and district improvement planning processes focused on student
achievement and school/system effectiveness.
2. Consider serving on SACS District Accreditation Teams in Kentucky and elsewhere.
3. Identify any professional development needs that may need to be addressed by
SACS/Kentucky as you proceed through the process.
4. Send a commitment letter to Mark Elgart, CEO, AdvancED indicating board approval of
your participation in the district accreditation process.
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Permission to duplicate this tool for non-profit use by a school as part of an accreditation process is granted
with proper attribution to AdvancEDTM. For all other uses, permission must be obtained directly from
AdvancEDTM, 1866 Southern Lane, Decatur, GA 30033.
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