Potential Problem Analysis
Situation: Honoring and Implementing the Jack Swigert Aerospace Academy Magnet Grant to meet the goals and objectives as
stated in the abstract of the grant.
Potential Problem
What could go wrong? What
problems could arise?
Likely Cause
What could cause this
potential problem?
Preventative Action
What can we do to keep this
likely cause from occurring?
Contingent Action
What can we do if the potential
problem occurs?
To reduce Hispanic minority
group isolation at Jack Swigert
Aerospace Academy and
encourage interaction among
students of different social,
economic, ethnic, and racial
backgrounds.
1)
Public feels the school is
Is not safe
2)
Community feels students
are not academically
challenged
1) a. Picnic/park area north of
of the school attracts
negative activities. Not
enough security cameras,
motion lighting. Large
number of discipline
referrals. School grounds
do not reflect a quality
school
1) b. Meet with security dept.
and liability dept, assess
Swigert security and create
plan to address gaps. Explore
why so many referrals
1) c. Massive public relations
Campaign, address all
Security and Excessive
Discipline issues
2) a. Academically strong
students are still opting
out of Swigert. New focus on
programs for students who
are proficient to become
advanced or students who
are advanced to feel
challenged.
2) b. Find the right people
for curriculum coordinator,
interventionist, and
coaching positions design
clear job descriptions and
expectations.
2) c. Work with the TAP
Program, facilitators,
Executive e directors, align
With the D11 Way, RTI, PBS,
Walk Throughs, PLC, USIP,
Evaluations and Assessments.
Potential Problem
What could go wrong? What
problems could arise?
Likely Cause
What could cause this
potential problem?
Preventative Action
What can we do to keep this
likely cause from occurring?
Contingent Action
What can we do if the potential
problem occurs?
3) School does not live up to
the items in the newly
published brochures and
other marketing materials,
school not walking the talk
3) a. Marketing materials do
not reflect a quality 21st
Century School, or the
Aerospace Theme, or the
D11 Way.
3) b. Marketing materials need
to be authentic and
21st Century in
Appearance – consult Space
Foundation Marketing
Team for ideas
3) c. Identify problems and bring
the right people around the
table to create new solutions,
plan, Find weak pockets in
D11 Way, what isn’t being
addressed in the grant
Expectations.
4) Hispanic community
doesn’t feel valued
4)a. Unable to find a quality
Community
Coordinator. Haven’t
planned or initiated
Cultural Responsive
Professional Dev.
4) b. Not settle, work hard at
recruiting a bilingual
passionate candidate for
community coordinator.
Culturally Responsive PD.
4) c. Work with community
members who can help
us provide support for our
community. Use
Cultural Responsive PD.
Improve academic achievement
for all students attending Jack
Swigert Aerospace
1) Lesson plans, unit plans, that
are not rigorous or
challenging enough.
1) a. Lack of teacher confidence,
poor quality during PLC time,
staff feeling of being
overwhelmed.
Misunderstanding of
expectations
1) b. Strong teaching
support, D11 Waywalkthroughs, TAP, PLC,
RTI, USIP, PBS,
Evaluations, lesson
template, website
1) c. Work with LRT for reading
strategies, TAP Coordinator,
Achieve Team, work with the
D11 facilitators to look at
teacher lesson plans on lesson
plan webpage.
2) Do not close the
Achievement Gap.
2) Not getting buy in for TAP,
D11 Way not at full throttle,
Interventionists are not
2) Miss communication
about the value of D11
Way components, not
2) Upper administration working
with school administrators,
bring in the Achieve Team
Potential Problem
What could go wrong? What
problems could arise?
Likely Cause
What could cause this
potential problem?
Trained properly, unsure of
their role, do not make an
impact.
Preventative Action
What can we do to keep this
likely cause from occurring?
Contingent Action
What can we do if the potential
problem occurs?
Understanding how TAP
gives teachers growth o
Opportunities, students –
achievement, and how
staff will be awarded.
Interventionists not part
of PLC, haven’t formed
strong relationships with
core staff members.
3) Not enough quality
extracurricular
activities or they do not align
with standards and
benchmarks with classroom
projects
3) a. Activities are planned at
the last minute, not enough
thought, do not take the time
to seek the right partnerships
or expertise. Do not plan pre
and post activities to
strengthen the experience or
unit.
3) b. Form strong
appropriate partnerships
and work with local civic
groups and organizations,
allow plenty of planning
time - make the
experience an extension
of the classroom lesson
3)
4) Cannot find quality
Math and Science
Coaches
4) a. Not aggressive if enough
search, settle
4) b. Call universities,
market, spread the word
4) c. School administrationprincipal works with human
resources
5) a. Do not thoroughly check
references on the presenter,
do not plan at good time of
5) b. Call other schools who
have used the same
trainers, meet with the
5) Work with director of
professional development
5) Professional Development
only penetrates at a small
c. Executive Director works
with School administration,
principal, project director,
curriculum coordinator, TAP
coordinator,
partnership and volunteer
director
Potential Problem
What could go wrong? What
problems could arise?
percentage of change
6) Performance Report will
show that we did not meet
our goals
Likely Cause
What could cause this
potential problem?
day, do not make it relevant
6) a. Activities, lessons,
professional development do
not align together and are not
challenging enough, or poorly
presented to students
Preventative Action
What can we do to keep this
likely cause from occurring?
Contingent Action
What can we do if the potential
problem occurs?
presenter a head of time,
make it at time a day
where teachers still feel
at ease
6) Make the goals of the
grant clear to everyone
upfront, design activities
and projects to
compliment goals
6) Work with the external
evaluator, school
administration team,
executive director, and AERO
Of Goal: Improving the Public
Image of Jack Swigert Aerospace
Academy
1) Communications break down
with our communications
department
1) a. Not taking the time to
email or call ahead of the
event, not giving the
communications dept.
adequate information in a
timely manner
1) b. Plan a meeting with
Swigert administration
team with
Communications team,
Establish protocol and
procedures that are
appropriate for marketing
for Swigert
2)
2) a. Project director doesn’t
interact with the principal
or curriculum coordinator
on where Swigert could
use potential partners
2) b. Project Director and
Curriculum Director meet
weekly to discuss
potential partners. Works
with D11 partnership
director
Project director doesn’t help
seek enough partnerships
1) c. Principal and team meets
with D11 Communications
Dept. Principal assigns an in
school member to work
directly with D11
Communications Team,
forms a school marketing
team
2) Principal works with the
project director, curriculum
coordinator weekly to
develop and tweak strong
agenda and where
partnerships are needed
Potential Problem
What could go wrong? What
problems could arise?
Likely Cause
What could cause this
potential problem?
3) Swigert doesn’t track or put in
a system to track participation
at community events
3) a. Not planning the
tracking piece until the
day of the event, not
planning upfront.
Community events are
not designed to align with
what is going on
classroom, no
relationship to what
student is doing in
classroom.
4) Not able to show gains in
student achievement
4) a. D11 Way not
implemented, TAP not
embedded, weak
Professional
development, weak
lessons, classroom
management issues, poor
alignment with standards
and benchmarks
Preventative Action
What can we do to keep this
likely cause from occurring?
Contingent Action
What can we do if the potential
problem occurs?
3) b. Work with school
leadership team to plan a
unified tracking method
and calendar of events
that need to be tracked.
Use a system such as the
one at Wasson where
they use a software and
scanner system to track
student and parent
participation.
3) c. Principal assigns this task to
counselors and community
coordinator.
4) b) Principal and Executive
Director finds holes in
D11 Way implementation,
Review Assessments and
Evaluations to track
weaknesses, show how
the grant was written and
budgeted to support
student achievement and
work with grant dept. on
how to properly use grant
resources
4) Executive Director and
Principal take the data and
design a plan of action, review
business plans, grant goals,
and USIP