The Main Street Academy
An EdisonLearning Partnership
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here
January 26, 2013
EdisonLearning, Inc.
Objectives
• Review EdisonLearning headquarter’s goals
• Provide information related to our level of support.
– Back office
– Education
• Discuss the school’s progress.
• Share any school concerns and request board assistance.
© 2010 EdisonLearning, Inc. All rights reserved
2
EdisonLearning’s Goals
• Strengthen our products and solutions through continued INNOVATION and
research.
• Increase the company’s global GROWTH.
• Increase the level of SATISFACTION among existing clients.
• Identify site by site ACHIEVEMENT goals that are focused on meeting the
academic needs of the students.
© 2010 EdisonLearning, Inc. All rights reserved
3
Main Street Services
• Back office Support
– Finance
– Personnel
– Grants
– Contracted Services
– Enrollment
• Educational Support
– Our Design
© 2010 EdisonLearning, Inc. All rights reserved
4
Finance
Drew Laskowski, Regional Controller
© 2010 EdisonLearning, Inc. All rights reserved
5
Regional Controller Support
• Regional controller (RC) is the primary EdisonLearning support to the school
operations manager (SOM).
• RC (Drew Laskowski) has over 22 years of accounting and finance expertise (9
½ years working within EdisonLearning).
• RC meets with SOM once a month to review financials and budget progress and
to resolve accounting issues.
• RC also meets each month with the TMSA Board Finance Committee.
Financial Services
•
•
•
•
•
•
•
Accounts Payable
Monthly EdisonLearning Financial Statements
Regional Controller Support
Estimating & Projecting
Budget Preparation
Year-End Audit Support
Working Capital Support
Accounts Payable
• A/P Department ensures compliance with all IRS regulations:
– W-9 forms
– Contracted Services test (20-point checklist)
– Contracted Services contracts
– Issuance of Form 1099s to applicable Contracted Service vendors
• Ensures timely payment of invoices per vendor terms and contracts.
• Reviews and, if necessary, questions the validity and timeliness of vendor
invoices (i.e., processing a vendor invoice over 60 days old, from a previous
fiscal year, etc).
• Works with the SOM to resolve vendor problems.
.
Estimating and Projecting
• RC and SOM update an estimating and projecting spreadsheet each month
known as the “Management Estimate”:
– It is a collaborate effort between the RC and SOM.
– It applies to known information (i.e., YTD expenses and revenues) and
combines it with forecasts to financially predict where the school will close
at its fiscal year-end (June 30th).
– Both EdisonLearning and the TMSA Board use the Mgmt Est. for internal
review and reporting purposes.
Monthly EdisonLearning Financial Statements
• Provided during the monthly close of the preceding month for SOM review.
• Reports include monthly and year-to-date transactions.
• These financials are entered into the TMSA QuickBooks program to produce
consolidated financial statements (Site and TMSA Board expenses).
• Grant reports aid SOM with Fulton County Title I reimbursement.
Budget Preparation
• The RC and SOM work “hand-in-hand” in the creation the school’s fiscal year
budget.
• EdisonLearning Finance Department prepares FY Budget Manual each year for
budget development.
• Budget preparation also includes input from:
– School principal
– EdisonLearning Director of Achievement
– TMSA Board Finance Committee
Year-End Audit
• RC provides guidance to SOM with all aspects of the Year-End Audit, including:
–
–
–
–
Review of all QuickBooks consolidated financials
Assistance in gathering information for field auditors
Assistance in any year-end reconciliations
Coordinating any information needed from various EdisonLearning
Financial Departments (i.e., H.R, Payroll, A/P, Contracted Services, etc.)
Value Added
• Working Capital
– EdisonLearning provided TMSA with loans for Capital “Start Up” Asset
purchases (i.e., Technology, Curriculum, and Furniture & Fixtures) during
the 2010-11 school year.
– EdisonLearning incurs “up-front” costs for monthly expenses (Personnel &
Non-Personnel), and then charges TMSA 30-45 days later, providing
TMSA with less “stress” on its monthly Working Capital.
– EdisonLearning and TMSA successfully partnered to renegotiate TMSA’s
1st Term Note Payable to EdisonLearning, allowing TMSA to pay it in full, a
great accomplishment for TMSA!!!
© 2010 EdisonLearning, Inc. All rights reserved
13
Questions??
• e-mail Drew Laskowski at drew.laskowski@edisonlearning.com or call via Cell:
(856) 952-9451
Personnel
Gail Edwards, Human Resource Partner
© 2010 EdisonLearning, Inc. All rights reserved
15
Human Resources Business Partner Support
• Human Resources Business Partner (HR Business Partner) is the primary
EdisonLearning HR support person for the School Operations Manager and the
Principal
• HR Business Partner has weekly communication with the School Operations
Manager.
• HR Business Partner communicates with the principal when applicable
• HR Business Partner (Gail Edwards) has over 20+ years
of HR experience in Employee Benefits, Employee Relations, Performance
Management and Recruiting.
© 2013 EdisonLearning, Inc. All rights reserved
16
Employee Relations
• HR Business Partner works with the Principal and the SOM (while keeping the
Personnel Chair informed) when there are employee relations issues to provide
guidance, options and support for resolution.
• Employee Relations issues include but are not limited to the following:
– Violations of The Main Street Handbook Rules & Regulations
– Performance Management Concerns with Colleagues or Managers
– Discipline Issues (Inappropriate Behavior/Inappropriate Relationships)
– Harassment Issues (Physical, Verbal or Visual)
– Guidance on Staff Reduction, Layoffs or Terminations
© 2013 EdisonLearning, Inc. All rights reserved
17
Performance Management
• Preparation of all offer letters & employment agreements for employees after
offers are made.
• Prepares and designs new job descriptions, when applicable.
• Provides guidance to principal and/or SOM when there are work related
performances issues using Progressive Discipline partnering with Board when
applicable.
– Verbal Feedback
– Training/Support
– Written Feedback
– Written Warning
– PIP (Performance Improvement Plan)
– Termination
© 2013 EdisonLearning, Inc. All rights reserved
18
Employee Benefits
• EdisonLearning has partnered with Ceridian (replacing ADP) to provide PTO
management and payroll processing.
• EdisonLearning also provides the following benefits to employees (if they elect
coverage)
–
Medical, Dental and Vision Insurance
–
Short Term & Long Term Disability Coverage (provided by MetLife)
–
Life Insurance & Accidental Death & Dismemberment (AD&D)
–
Healthcare & Dependent Care Flexible Spending Plans (FSA)
–
Employee Assistance Program
–
Identify Theft Protection
–
Hyatt Legal
© 2013 EdisonLearning, Inc. All rights reserved
19
Employee Recruitment
•
•
•
•
•
•
HR Business Partner assists Main Street with qualified candidates by:
Designing Job Descriptions (when applicable)
Posting positions on appropriate websites
Sourcing and interviewing qualified candidates (internal and external)
SOM sets up interviews involving teachers
HR Business Partner sets up interviews for Academy Director & Principal
Interviews only (involves working with Personnel Board Chair)
• Conducting background checks
• Conducting reference checks
© 2013 EdisonLearning, Inc. All rights reserved
20
Questions
• HR Business Partner can be reached during office hours at 212.419.1610
• HR Business Partner can be reached via email at
gail.edwards@edisonlearning.com
• HR Business Partner can be reached via cell at 917.568.3936.
© 2013 EdisonLearning, Inc. All rights reserved
21
Value Added
• HR Business Partner is the point of contact for The Main Street staff for HR
related issues that need to be resolved through EdisonLearning. Employees
reach out to the HR Business Partner who researches and partners with the
appropriate department to provide The Main Street employees with solutions
when faced with critical, challenging and time sensitive issues. This allows The
Main Street employees to remain focused on instruction.
• HR Business Partner conducts investigations in a timely manner to reduce
interruption to the functioning of the School.
• HR Business Partner provides a level of knowledge and experience with respect
to Human Resources and Employment Related topics and provides timely
guidance and support to the school when dealing with HR related matters.
© 2013 EdisonLearning, Inc. All rights reserved
22
Grants
Paula Asbury, Vice-President of Grants
© 2010 EdisonLearning, Inc. All rights reserved
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Grants Department
• Assist in the research, development and management of
– Grants and Alternative Funding Sources
– Child Nutrition Programs
– E-Rate Funding
• Monitor Funding Opportunities
– State and Federal
– Data bases for alternative sources of funding
• Foundations
• Corporations
• Provide client with notifications of
– Opportunities
– Compliance requirements
– Policies and regulations
– Via emails, personal calls, newsletters, and a Grants Department Wiki Site
© 2010 EdisonLearning, Inc. All rights reserved
24
Grants Department
• Provide training opportunities
– Usually through webinars
– In grant development and grant management.
• Work with School Grant Team
– In the development of grant applications over $25,000
– Assist schools on grants below that threshold.
Grants Dept. Wiki Site
• Grant Manager assigned to the school
– Works closely with the SOM and EdisonLearning Finance, Payroll and
Procurement departments
– Monitors accounting for accurate and timely coding, reporting and
reimbursement of funds.
– Conducts a quarterly internal audit on the accounts to assist in compliance
and management of all grant related funds.
• Audit Assistance
– Works closely with the school and EdisonLearning Controller during the
annual Independent Audit, as well as during any state, federal or IRS audits
that related to grant funding that has been obtained through EdisonLearning
services.
© 2010 EdisonLearning, Inc. All rights reserved
25
Value Added
• The Grants Department provides added value to The Main Street Academy
in a variety of ways through on-going, client-specific partnership efforts to
– Increase and maximize funding by monitoring of opportunities from
a plethora of public and private sources.
– Facilitate and assist as appropriate with needs analysis, post-grant
review and the matching of available funding with school-specific
needs and programs.
– Ensure grant compliance, decreasing the risk of audit issues and/or
possible loss of funds, (and subsequently programs) due to
compliance concerns.
– Provide multi-level staff development and training in grant related
matters through numerous avenues and mediums.
– Offer procedural guidance by sharing best practices, sample
procedures, and organizational job aids.
– Streamline grant related efforts to support the overall educational
goals of the school.
© 2010 EdisonLearning, Inc. All rights reserved
26
Contracted Services
Jackie Shelton
© 2010 EdisonLearning, Inc. All rights reserved
27
The Contracting
Relationship/Partnership
Contract
• Scope of services
• Service Levels Required
• Contract structure /fixed fee
Governance
• Governance structure
• Board By-Laws
• Federal, State and
Local rules and
regulations
• Roles and responsibilities
• Policies and procedures
Service Delivery
• Cost and Savings verses the
business case and Market
• Performance
• Innovation and Optimization
Contract
•Mitigation of Risks
•Contract flexibility/terms and conditions
• Payment Terms
Contract
Governance
Relationship
Relationship
•Common goals and vision
• Alignment of expectations
• Communication
• Partnership
• Cultural fit
Experience
Service
Delivery
•Access to full resources of SUPPLIER
Experience
• Experience of:
-Buyer with customer
-Buyer with staff
28
Site Contracted Services Department
What should be competitively bid?
• Federal and State Procurement Guidelines
• Thresholds Prevail
• Typical Minimum Thresholds - $10,000 - $24,999
• Solicit 3 bids from Qualified Bidders
• $25,000 + Formal Competitive RFP Bid Process
• Smaller purchase options are RFQ, RFI, Sole Source,
• Qualified bidders must meet insurance requirements,
federal fingerprint background checks
Protection for the School, the Board and YOU!
© 2010 EdisonLearning, Inc. All rights reserved
29
Task/Process Component
Responsible Party
Receive Service Request from School
SCS
Conduct Site Needs Assessment and
Define Scope of Service
SCS
Budget Information
School
Bid
Process
for
Review Bid Thresholds and Required
Process for Bid
SCS
Develop Bid Documentation and Advertise
SCS
Collect, Review Vendor Qualifications and
Analyze Proposals
SCS
Meet with Stakeholders to Review Vendor
Responses
SCS and School
Services
30
Site Contracted Services
Facilitates the Process and Provides:
Cradle to Grave Contract Management
• Bid Process
• Contract Development and Negotiation
• Contract Management
• Verification of Required Documentation
• Ongoing Invoice Review
• Resolution of Issues
• Vendor Performance Evaluation
• Contract Closure
31
Factors Affecting Processes:
Regulations – Compliance
Requirements
Budget
Grade Levels
Enrollment & Attendance
Staffing Levels
Terms of Mgt Agreement
Scope of Service
Specific Service Regulations
Bell Schedule
>
Food Service
>
Sped Services
>
Transportation
Economic Factors
Labor Rates
Fuel Costs
32
Additional Considerations
• Some Services Require Site Visits
• Facility Janitorial and Maintenance Services
• Food Services
• System Installations
• Qualified Vendors
•
•
•
•
•
•
Insurance Requirements
Federal Background Checks
Professional Licenses/Business License
Tax ID information
State Required Documentation
Sufficient Staff and Equipment for Service
33
Process Timeline for Service Agreements
(From Request to Service Secured)
• Facilities Maintenance - 3 months
• Transportation
-
1 to 2 months
• Food Service
-
3 to 4 months
• Miscellaneous
Services
-
Varies by Types of Service
Examples:
• Security Services
• Speech Therapy
• Psychological Testing
34
Site Contracted Services
Managed School Solutions
Service – Examples:
•
•
•
•
•
•
•
Facilities Maintenance
Transportation
Food Service
Safety & Security
Miscellaneous Services
(Therapy Services, Security Services, etc.)
Independent contractors vs. Employee
35
Budgetary Assistance and Audit Support
• Contracted Services staff works closely with Schools (SOM, RC etc.)
during budgeting process and throughout year to ensure that school
has high quality services at the best value.
• Budget planning support
o Contract log for each school with critical budgeting data
o Current and projected annual costs
o Guidance on additional costs for out-of-scope services
o Contract terms
o Ongoing vendor management support
36
The Contracting
Relationship/Partnership
Contract
• Scope of services
• Service Levels Required
• Contract structure /fixed fee
Governance
• Governance structure
• Board By-Laws
• Federal, State and
Local rules and
regulations
• Roles and responsibilities
• Policies and procedures
Service Delivery
• Cost and Savings verses the
business case and Market
• Performance
• Innovation and Optimization
Contract
•Mitigation of Risks
•Contract flexibility/terms and conditions
• Payment Terms
Contract
Governanc
e
Relationship
Relationship
•Common goals and vision
• Alignment of expectations
• Communication
• Partnership
• Cultural fit
Experience
Service
Delivery
Experience
•Access to full resources of
SUPPLIER
• Experience of:
-Buyer with customer
-Buyer with staff
37
Value Added
• Compliance
– State, Local and Federal Rules and Regulations
– Service Specific Guidelines
• Child Nutrition Program
– Competitive Bid Requirements
– Vendor Requirements
• Savings $45,824. 60 for the current school year
– Contract Negotiations and Management
– Vendor Invoice Analysis
38
Site Contracted Services Department
Jackie Shelton – Director
865.329.3650 or
Jackie.Shelton@edisonlearning.com
Michelle Surface – Contract Specialist
865.329.3652 or
Michelle.Surface@edisonlearning.com
Sun Young Lee – Contract Specialist
865.329.3636 or
SunYoung.Lee@edisonlearning.com
We are here to support YOU!!!
39
Enrollment
Terri Stucky, Director of Enrollment
© 2010 EdisonLearning, Inc. All rights reserved
40
Enrollment Support
• The Edison Learning Enrollment Department offers a suite of support to drive
Enrollment and assist the school in retaining students
– On demand Email Blasts
– On demand Auto Dialers
– Design and Creation of Flyers, Brochures, and Direct Mail
– Community Partner Support and Communications
– Prospect List Research and Acquisition Support
– ITR (Intent to Return) Process Support
– Referral Program Development and Support
– Promotional Product Selection, Design and Support
– Retention Program Support and Execution
Enrollment Service Center (The ESC)
• The Enrollment Service Center works closely with the Enrollment department to
support the School through:
– Live Agent Support
• Outbound, live calling campaigns
• Inbound call answering
• Inbound email reply management
– Annual Exit Survey Administration
• Execution of survey to families that have withdrawn
• Tabulation of results
• Report / Summary of findings
Value Added
• The Enrollment department and the ESC are available to assist the SOM, staff
and board with development of strategic planning and campaign development in
order to grow Enrollment annually.
• The Enrollment department and the ESC are available to support the SOM, staff
and board in retaining current students through development and execution of
retention initiatives.
• The Enrollment Department is available to offer/share institutional knowledge
and industry best practices, based on experience with other Charter Schools.
• The Enrollment Department and Enrollment Service Center add valuable insight
and full support services throughout the school year and during the all-critical
Enrollment seasons.
© 2010 EdisonLearning, Inc. All rights reserved
43
Enrollment Contacts
• Terri Stucky – Director, Enrollment
– Based in the Knoxville HQ office
– terri.stucky@edisonlearning.com
– Office: 865-329-3682 / Cell: 865-208-9263
• Scott Taylor – Director, Enrollment Service Center (ESC)
– Based in the Knoxville HQ office
– scott.taylor@edisonlearning.com
– Office: 865-329-3656 / Cell: 865-406-2687
Educational Support
© 2010 EdisonLearning, Inc. All rights reserved
45
Objectives
• Review EdisonLearning headquarter’s goals
• Provide information related to our level of support.
– Back office
– Education
• Discuss the school’s progress.
• Share any school concerns and request board assistance.
© 2010 EdisonLearning, Inc. All rights reserved
46
EdisonLearning’s Goals
• Strengthen our products and solutions through continued INNOVATION and
research.
• Increase the company’s global GROWTH.
• Increase the level of SATISFACTION among existing clients.
• Identify site by site ACHIEVEMENT goals that are focused on meeting the
academic needs of the students.
© 2010 EdisonLearning, Inc. All rights reserved
47
Level of Support Working Together
Principal
Academy
Director
Lead
Teacher
Kindergarten
Lead
Teacher
First
Curriculum
Specialists
Lead
Teacher
Second
Academy
Director
Lead
Teacher
Third
Curriculum
Specialists
School Office
Manager
Lead
Teacher
Fourth
Lead
Teacher Fifth
VPES
Regional
Controller
and HQ
Lead
Teacher
Sixth
Student
Supports
Manager
Data Owner
Lead
Teacher
Seventh
HQ
Enrollment
Lead
Teacher
Eighth
Classroom Teachers
© 2010 EdisonLearning, Inc. All rights reserved
48
Qualities of Effective Schools (3 Minutes)
• Becoming a high-performing school requires many years of hard work.
• What drives a high-performing school?
• What are the characteristics you feel The Main Street Academy must have in
place for it to be considered a high-performing school?
• Take three minutes to complete the organizer. Write each characteristic in a
separate circle.
© 2010 EdisonLearning, Inc. All rights reserved
49
What are the Characteristics? (9 Minutes)
• Take seven minutes to read the article “ What Makes a School Effective?”
• Take two minutes to review the common characteristics you identified for The
Main Street Academy earlier. Take note: Are they the same characteristics? Are
they different characteristics?
• What Makes A School Effective?
– Our design
© 2010 EdisonLearning, Inc. All rights reserved
50
EdisonLearning and Effective School Research
School Research
(Sadker & Zittleman, 2012)
Strong
Leadership
Safe and
Orderly Climate
High
Expectations
Monitoring
Student
Progress
Mission and
Vision
EdisonLearning’s
5 Strands
• Inclusive, teacher influence, program
and instructional coherence & planning
Leadership
• Safety
• Classroom discipline
Learning
Environment
• Orientation to innovation
• School commitment
Pedagogy &
Curriculum
• Pacing and curriculum alignment
(assessment)
Assessment
for Learning
• Articulated to parents and teachers
• Parent involvement in school
Copyright © 2011 EdisonLearning, Inc. All rights reserved.
Student &
Family
Support
Features of Outstanding Schools (15 Minutes)
• Take five minutes to jot down what each strand should “feature” or include.
• Take two minutes to discuss what you have written down with a partner.
• Gallery Walk
–
–
–
–
–
–
Get into groups of four; find a strand.
For each strand, write down a “feature.”
Move counterclockwise and jot your feature down for the next strand.
Do not duplicate answers.
Continue this process until you have written down a feature for each strand.
Gather together as a group and discuss each strand and its features
(Features of an Outstanding School).
© 2010 EdisonLearning, Inc. All rights reserved
52
Starting with
a clear
understanding of the
DESIGN
STRANDS
destination…
FEATURES OF AN
OUTSTANDING SCHOOL
Outcomes
are
categorized
IMPLEMENTATION
for each of
JOURNEY the Five
Strands
FEATURES
OF AN
OUTSTANDING
SCHOOL
Leadership Strand
Vision to reality
• Establish shared vision, values, and
culture.
• Develop the leadership capability of
the Principal and Leadership Team.
• Distribute leadership throughout the
school.
• Conduct robust planning, review,
and change management
processes.
• Develop effective management
systems and team building.
• Maximize structure, time, and
teams.
Working Together For Student Success
Learning Environment
Creating a culture of achievement
• Establish a set of core values and an
associated community code for the
whole school community.
• Create positive behavior management
strategies as part of overall social policy.
• Maximize the physical environment for
learning.
• Build student engagement and
relationships for learning.
• Mentor for learning – regular discussion
of learning needs and goals.
• Have high expectations and a college
focus.
• Use student voice - feedback on their
learning experiences to improve
learning and teaching.
Working Together For Student Success
Pedagogy & Curriculum
Building Learning Capacity
• Develop in-depth understanding of
teachers’ skills via an intentional
professional development program.
• Utilize EdisonLearning’s Framework
for Learning and Teaching, which
provides a shared language for
developing best practices with selfreview and coaching.
• Develop an effective pedagogy based
on how students learn.
• Conduct curriculum organization and
planning around scope and sequence
to deliver student learning outcomes.
• Accentuate Core Learning Skills –
21st century learning and life skills.
• Utilize curriculum programs/resources
and guides.
• Put into effect a coherent student
learning experience that is
differentiated and personalized.
Assessment for Learning
Working Together For Student Success
A Data-intelligent School
• Utilize student regularly assessed
achievement to take timely action on
what to teach next.
• Have student/teacher teams agree on
regular times to meet to review data,
identify vulnerable groups/students,
and plan how to meet their
achievement targets (achievement
teams).
• Utilize data on achievement that is
analyzed at different levels from
classroom to whole school to identify
actions to be taken.
• Develop staff skills in reference to
assessing student proficiency and
progress and analyzing data.
• Promote the intentional development of
students’ capacity to assess their own
learning and that of their peers.
Student and Family Support
Success for all Students
• Develop the school system and
organization of support to meet all
student needs.
• Track student progress and
flexible targeting of support.
• Promote parent partnership and
community engagement.
• Hold Student Learning
Conferences with parents,
students, and key teachers.
• Develop an effective team in the
school for the benefit of students
and their families.
Working Together For Student Success
DESIGN STRANDS
Leadership
Learning
Environment
Pedagogy
&
Curriculum
Assessment
for
Learning
Student
& Family
Support
Systems
FEATURES
OF AN
OUTSTANDING
SCHOOL
IMNMPLEMENTATI
Milestones
along the way
ON
ensure the
path
is
followed
and
JOURNEY
the destination is reached
School Development Rubric
LEARNING
ENVIRONMENT
How well does the school
promote & foster
environments that
support learning &
motivation?
PEDAGOGY &
CURRICULUM
How good are
opportunities for learning
and developing learners?
ASSESSMENT FOR
LEARNING
How well does the
school use assessment,
data, and feedback to
promote learning?
STUDENT & FAMILY
SUPPORT SYSTEMS
How well does the school
use its internal & external
resources to meet the
spectrum of need for all
learners?
LEADERSHIP
How well is the school
set for leading and
managing change?
© 2011 EdisonLearning, Inc. All rights reserved
School Development Rubric
Performance indicators derived from EdisonLearnings’s
Features of an Outstanding School and a continuum of four
levels that describe the school’s current functioning.
50 indicators covering five strands:
•Leadership
•Learning Environment
•Pedagogy & Curriculum
•Assessment for Learning
•Student and Family Support
Systems
School Development Rubric
•Composed of a collection
of 50 performance
indicators across the Five
Strands that describe
EdisonLearning’s researchbased features of an
outstanding school
•Identified by four
developmental phases
(Beginning, Developing,
Proficient, and Exemplary)
•Analysis is evidence-based
and underpinned by a set of
audit activities completed in
collaboration with the
school principal
© 2012 EdisonLearning, Inc. All rights reserved.
62
Building Capacity Over Time
Step 1
Step 2
Step 3
• Get them doing
the right things
• Recognize the
right things
• Start with the
leaders and the
teachers
• Practice doing the
right thing
• Reduce to the
essentials
• Continue with the
leaders & teachers;
add the students
• Build confidence in
doing the right things
• Refine your work
• Continue capacity
building with leaders,
teachers and students
Each PARTNERSHIP is on a Journey.
IMPLEMENTATION
JOURNEY
Creating a Customized Implementation Plan
The School Development Rubric (SDR) is completed with the school and used
to inform the implementation plan.
Key priorities found in the School Improvement Plan are identified. Features
that are rated Beginning and Developing are aligned to the School
Improvement Plan by determining with the school which features are “mission
critical” in relation to supporting the school to achieve its key priorities.
Features are identified, across the five strands, which are the focus of the
school’s Implementation Plan for FY13.
Milestones that the school needs to implement in order to meet the end-of-year
goals are selected.
An Implementation Plan is developed each quarter with actions/professional
development, persons responsible, and dates related to the milestones.
Expected outcomes and metrics are outlined, which are used to determine the
impact of the activities at the end of each quarter.
© 2010 EdisonLearning, Inc. All rights reserved
65
TMSA: Mission Critical Areas for 2012-13
• L-A. The vision, mission, values, and goals are defined, consistently articulated and clearly reflect a
•
•
•
•
•
•
•
collective focus on student learning and achievement.
L-H. The school has one articulated school improvement plan, with measurable objectives, actions, and
accountabilities that are documented, continuously reviewed and revised, and linked directly to the
common school vision.
LE-B. A school wide community code, explicitly connected to a set of shared values, is intentionally
implemented and underpins positive language, attitudes, and behavior within the school.
P&C-F. All teachers are exemplary in their application of numeracy and literacy strategies across all
content areas.
P&C-L. Intentional structures and systems are in place to provide job-embedded, differentiated
professional development and coaching to develop teacher skills and content knowledge and improve
support of students.
AFL-C. Teachers are skilled in analyzing data and translating their inferences into planning and
teaching.
SAFS-G. The school utilizes a universal model to meet the diverse needs of a vast majority of students
and implements systems to provide well-targeted interventions where individuals require additional
support.
SAFS-I. All staff members are supported by the student support team to find solutions to overcome
‘learning challenges’ presented by particular learning needs.
© 2010 EdisonLearning, Inc. All rights reserved
66
Progress and Concerns
• Review details for each of the features and discuss progress (refer to handout)
• Review 2nd quarter implementation plan (refer to handouts)
• Discuss Common Core State Standards (refer to handout)
• Discuss concerns and board assistance
© 2010 EdisonLearning, Inc. All rights reserved
67
What Do These Things Mean to the Board?
•
•
•
•
Common language and understanding
High-performing school to assist with charter renewal
Know the design to identify what sets you apart from other public schools
Hold us accountable to deliver a quality product
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Value Added
• Our educational design has been created to build site capacity.
• We are a partnership with the school and will work to ensure financial stability
and charter renewal.
• We support the board’s and the school’s vision.
© 2010 EdisonLearning, Inc. All rights reserved
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