CMS Home Parents Get Involved Schools Careers Board of Education Departments

William Amos Hough
High School
12420 Bailey Road
Cornelius, NC 28031
Courier #: 312
P: 980-344-0514  |  F: 980-343-2215 
LC: North Learning Community
Bell Schedule: 7:15 am - 2:15 pm
Grades: 9-12
Email School
Show School Information
School Improvement Plan 2017 2018

School Improvement Plan

2017-2018

 

School Improvement Plans remain in effect for two years, but a School Leadership Team may amend as often as necessary or appropriate.

 



William A Hough High School

Contact Information
School:William A. Hough High SchoolCourier Number:312
Address:

 12420 Bailey Rd

Phone Number:980-344-0514
Cornelius, NC 28031Fax Number:980-343-2215
Learning Community:North School Website:http://schools.cms.k12.nc.us/williamamoshoughHS/Pages/Default.aspx (will open in a new window)

Principal:Dr. Laura Rosenbach
Learning Community Superintendent:Dr. Matthew Hayes

 

{School Name} School Improvement Team Membership
From GS §115C-105.27: "The principal of each school, representatives of the assistant principals, instructional personnel, instructional support personnel, and teacher assistants assigned to the school building, and parents of children enrolled in the school shall constitute a school improvement team to develop a school improvement plan to improve student performance. Representatives of the assistant principals, instructional personnel, instructional support personnel, and teacher assistants shall be elected by their respective groups by secret ballot....Parents serving on school improvement teams shall reflect the racial and socioeconomic composition of the students enrolled in that school and shall not be members of the building-level staff."
Committee PositionNameEmail AddressDate Elected
PrincipalLaura Rosenbachlaura.rosenbach@cms.k12.nc.us
Assistant Principal RepresentativeMatt HamiltonMatthewl.hamilton@cms.k12.nc.us
Assistant Principal RepresentativeDeardre Gibsondeardre.gibson@cms.k12.nc.us
Assistant Principal RepresentativeJessica SavageJessica.savage@cms.k12.nc.us 
Assistant Principal RepresentativeKale GoinsRichardk.goins@cms.k12.nc.us 
Dean of StudentsDavid FarleyDavidj.farley@cms.k12.nc.us 
Parent RepresentativeErica Barozzinoebarozzino@gmail.com17-18
Parent RepresentativeAmy BennettAmy_C_Bennett@bellsouth.net16-17
Parent RepresentativeSonnet Bonellisrapadilla97@gmail.com17-18
Parent RepresentativeDebra Casssidydebra.susan@icloud.com16-17
Parent RepresentativeChris Ceccariniceccarini.chris@gmail.com17-18
Parent RepresentativeCraig & Lisa Contrerascraig.contreras@henkel.com17-18
Parent RepresentativeMelinda Dameron2dameron@bellsouth.net17-18
Parent RepresentativeKent Daviskpdavis@ci.charlotte.nc.us17-18
Parent RepresentativeTerri DeWilde terrie.bumpers@cms.k12.nc.us17-18
Parent RepresentativeHolly Hesshessholly@bellsouth.net17-18
Parent RepresentativeDenise Hurleydenise@n2pub.com17-18
Parent RepresentativeCheney Jacksoncheneyw.jackson@cms.k12.nc.us17-18
Parent RepresentativeValerie Kuyvenhovenvak703@gmail.com17-18
Parent RepresentativeKathy Kluesnerkathy.kluesner@wellsfargo.com17-18
Parent RepresentativeSandy Lakenslaken9@gmail.com17-18
Parent RepresentativeDenise Linerodedeniselinerode@gmail.com 17-18
Parent RepresentativeAndrea Lockardaslockard@gmail.com17-18
Parent RepresentativeLisa Schwanzleschwanz5@yahoo.com17-18
Parent RepresentativeShelley Suter Nottesasserskip@gmail.com17-18
PTSA PresidentDebbie Wooddebbiewood1@roadrunner.com17-18
Teacher RepresentativeKaren Kyei-Fordjourkarenj.kyei-fordjour@cms.k12.nc.us17-18
Teacher RepresentativeLacie Alexanderlacie1.alexander@cms.k12.nc.us17-18
Teacher RepresentativeShaquanna StevensShaquanna1.stevens@cms.k12.nc.us17-18
Teacher RepresentativeAmy Nestoramyr.nestor@cms.k12.nc.us17-18
Teacher RepresentativeHugh Haddadhugh.haddad@cms.k12.nc.us17-18
Teacher RepresentativeAnar McCaffreyanar1.mccaffrey@cms.k12.nc.us17-18
Teacher RepresentativeBridget Robinsonbridgetm.robinson@cms.k12.nc.us17-18
Teacher RepresentativeAlison Gravesalison.graves@cms.k12.nc.us17-18
Teacher RepresentativeTara McCaffreytaral.mccaffrey@cms.k12.nc.us17-18
Teacher RepresentativeJoan Viterijoan.viteri@cms.k12.nc.us17-18

Vision Statement

District:  CMS provides all students the best education available anywhere, preparing every child to lead a rich and productive life.

School: W.A. Hough High School will initiate and promote a legacy of academic excellence and model citizenship to prepare our students for success in confronting 21st century global issues and challenges.

Mission Statement

District: The mission of CMS is to maximize academic achievement by every student in every school.

School: The mission of W.A. Hough High School is to foster high student achievement through a strong collaborative school culture that maintains high expectations for all members of the school community.

William A Hough High School Shared Beliefs


  • Effective schools have high expectations for every member of learning community.
  • A strong, positive collaborative school culture is necessary for high student achievement.
  • Teachers and staff in successful schools ensure that interactions with students are positive, all students are valued, and all students are treated equitably.
  • Knowledge and ability to apply high level skills in an unpredictable real-world situations, such as those that drive our rapidly changing world
  • Students learn best in student-centered classrooms that provide challenges for all students to reach and grow whatever their current abilities.
  • Students learn best when they believe in their own abilities to succeed.
  • Information literacy and skill in using technology are essential 21st century skills for all students.
  • Academic excellence is more than high test scores; students must demonstrate the ability to apply high-level skills


William A Hough High School SMART Goals

  • Provide a duty-free lunch period for every teacher on a daily basis.
  • Provide duty-free instructional planning time for every teacher under G.S. 115C-105.27 and -301.1, with the goal of proving an average of at least five hours of planning time per week, to the maximum extent that the safety and proper supervision of students may allow during regular student contact hours.
  • Provide a positive school climate, under CMS regulation JICK-R, by promoting a safe learning environment free of bullying and harassing behaviors.
  • By June 2018, increase overall student proficiency rates on NC EOCs from 80.84% to 83%.
  • By June 2018, increase overall proficiency rates for students scoring an A/B on NCFEs from 76.8% to 81%.
  • By June 2018, close the achievement gap by 10 percentage points between our lowest achieving subgroups and overall proficiency rates.

     

William A Hough High School Assessment Data Snapshot

Paste desired SIP data reports from Principal Portal here.  Insert other related data points pertinent to your school here.

  
 
W. A. Hough High School
AssessmentSubgroup2016-20172015-20162014-20152013-20142012-2013
% GLP% CCR% GLP% CCR% GLP% CCR% GLP% CCR% GLP% CCR
EOC BiologyAll79.471.478.570.676.170.379.870.0 70.2
EOC English IIAll81.073.481.075.182.173.582.777.0 72.5
EOC Math IAll82.272.284.577.186.277.973.857.1 56.8
EOC CompositeAll80.872.481.674.581.373.878.868.1 66.5
School CompositeAll80.872.481.674.581.373.878.868.1 66.5
    
    
 
W. A. Hough High School
ReadingALLAMINASIABLCKHISPMULTWHTEEDSLEPSWDAIG
Participation Denominator7131198176185181151547114
Participation Percent99009893010095094100
Participation StatusMetInsuf.Insuf.MetNot MetInsuf.MetMetInsuf.Not MetMet
 
MathALLAMINASIABLCKHISPMULTWHTEEDSLEPSWDAIG
Participation Denominator7131198176195171161547114
Participation Percent9800999209997098100
Participation StatusMetInsuf.Insuf.MetNot MetInsuf.MetMetInsuf.MetMet
 
ScienceALLAMINASIABLCKHISPMULTWHTEEDSLEPSWDAIG
Participation Denominator630420654414483731543102
Participation Percent9800979309999098100
Participation StatusMetInsuf.Insuf.MetNot MetInsuf.MetMetInsuf.MetMet
 
Current Year EOCALLAMINASIABLCKHISPMULTWHTEEDSLEPSWDAIG
Participation Denominator173434219218254126031042126215
Participation Percent99010099991001009910098100
Participation StatusMetInsuf.MetMetMetMetMetMetMetMetMet
 
ACTALLAMINASIABLCKHISPMULTWHTEEDSLEPSWDAIG
Participation Denominator635420664514486741646102
Participation Percent9800949809893010099
Participation StatusMetInsuf.Insuf.Not MetMetInsuf.MetNot MetInsuf.MetMet
 
ACT WorkKeysALLAMINASIABLCKHISPMULTWHTEEDSLEPSWDAIG
Participation Denominator15901864140175549
Participation Percent970000099000100
Participation StatusMet~Insuf.Insuf.Insuf.Insuf.MetInsuf.Insuf.Insuf.Met
 
 
  
    

 

 

William A Hough High School Profile

This narrative should include a description of student and staff demographics, recent achievement(s), and staff qualifications.

William A. Hough High School has 2710 students in grades 9-12.  Our demographics is as follows: White: 74%,African American: 9%, Asian: 2.8%, Hispanic: 11%, Multi Racial: 2.6%,Other: 1%

 

Our school offers 25 AP courses as well as courses in Engineering as part of the Project Lead The Way (PLTW) program. This year, we are starting our AP Capstone program with sophomores and juniors.  We have over 1000 students enrolled in one or more AP classes for a total enrollment of 2697.  Over 37% of students are currently taking at least one AP class. Last year, our AP pass rate was 63%.  We also offer courses in visual arts, interior design, Spanish and French, and wide variety of elective courses. Last year, we had a 93.8% graduation rate with students earning over 12 million dollar's worth of scholarships which was $3 million more than the previous year.


Faculty The faculty consists of 152 certified staff members including principal, four  assistant principals, one dean of students, seven counselors,  a media specialist, a career development coordinator, an instructional coordinator, an instructional accountability facilitator, a technology facilitator, and a psychologist. 44% of our faculty holds advanced degrees. Nearly 61% of our staff has more than 5 years teaching experience.

 

Strategic Plan 2018:  For a Better Tomorrow

Goal 1: Maximize academic achievement in a personalized 21st-century learning environment for every child to graduate college- and career-ready

 

Four focus areas:

  1. College- and career-readiness
  2. Academic growth/high academic achievement
  3. Access to rigor
  4. Closing achievement gaps

Goal 2: Recruit, develop, retain and reward a premier workforce

 

Five focus areas:

  1. Proactive recruitment
  2. Individualized professional development
  3. Retention/quality appraisals
  4. Multiple career pathways
  5. Leadership development

Goal 3: Cultivate partnerships with families, businesses,

faith-based groups and community organizations to provide a sustainable system of support and care for each child

 

Three focus areas:

  1. Family engagement
  2. Communication and outreach
  3. Partnership development

Goal 4: Promote a system-wide culture of safety, high engagement, cultural competency and customer service

 

Five focus areas:

  1. Physical safety
  2. Social and emotional health
  3. High engagement
  4. Cultural competency
  5. Customer service

Goal 5:  Optimize district performance and accountability by

strengthening data use, processes and systems

 

Four focus areas:

  1. Effective and efficient processes and systems
  2. Strategic use of district resources
  3. Data integrity and use
  4. School performance improvement

Goal 6:  Inspire and nurture learning, creativity, innovation and entrepreneurship through technology and strategic school redesign

Four focus areas:

  1. Learning everywhere, all the time
  2. Innovation and entrepreneurship
  3. Strategic school redesign
  4. Innovative new schools
SMART Goal (1):
Duty Free Lunch for Teachers
Provide a duty-free lunch period for every teacher on a daily basis.
Strategic Plan Goal:Recruit, develop, retain and reward a premier workforce
Strategic Plan Focus Area:Retention/quality appraisals
Data Used:Discipline data, teacher duty roster

 

Strategies (determined by what data)

    • Task
    • Task
    • Task (PD)

Point Person

(title)

Evidence of Success

(Student Impact)

Funding

(estimated cost / source)

Personnel Involved

Timeline

(Start—End)

  • Interim Dates
1. The SLT approves a teacher created lunch duty schedule that best meets their needs and school safety needs in which each teacher serves one day a week.Laura Rosenbach (Principal)

There will be minimal discipline related disruptions during lunch.

 

A copy of the teacher rotation will be available

noneTeacher reps

Start August

-adjust as needed each quarter

2.     
3.     
4.     

 

SMART Goal (2):
Duty Free Instructional Planning Time
Provide duty-free instructional planning time for every teacher under G.S. 115C-105.27 and -301.1, with the goal of proving an average of at least five hours of planning time per week, to the maximum extent that the safety and proper supervision of students may allow during regular student contact hours.
Strategic Plan Goal:Maximize academic achievement in a personalized 21st century learning environment for every child to graduate career and college ready.
Strategic Plan Focus Area:Academic growth/high academic achievement, Access to rigor
Data Used:Master schedule, academic growth data

 

Strategies (determined by what data)

    • Task
    • Task
    • Task (PD)

Point Person

(title)

Evidence of Success

(Student Impact)

Funding

(estimated cost / source)

Personnel Involved

Timeline

(Start—End)

  • Interim Dates
1. Each teacher will receive minimum of five hours of planning time a week (scheduled for 90 min a day).David Farley (Dean)

-Documentation of when teachers are asked to cover or attend meetings.

-Copy of master schedule

none

Debbie Netta

Dept Chairs

Will be evaluated quarterly

2.All math, English, Social Studies, and science teachers will have the same planning period to ensure teachers are meeting regularly to discuss lessons and assessments.

 

 

 

PLC leaders

-PLC meeting notes

-Common assessments

none

PLC Leaders

Admin team

Will be evaluated quarterly
3.     
4.     
SMART Goal (3):
Anti-Bullying / Character Education
Provide a positive school climate, under CMS regulation JICK-R, by promoting a safe learning environment free of bullying and harassing behaviors. 
Strategic Plan Goal:Promote a system-wide culture of safety, high engagement, customer service, and cultural competence.
Strategic Plan Focus Area:Physical Safety, Social and Emotional Health, High Engagement, Customer Service,  Cultural Competency
Data Used:School safety audit, Student surveys

 

Strategies (determined by what data)

    • Task
    • Task
    • Task (PD)

Point Person

(title)

Evidence of Success

(Student Impact)

Funding

(estimated cost / source)

Personnel Involved

Timeline

(Start—End)

  • Interim Dates

1. Bully Liaison / Bully-prevention

·         Establish procedures for students to be able to report bullying.

·         Create activities and awareness during Bullying prevention month.

·         Utilize counselors to mediate conflicts among students and teacher resolution strategies to students.

  • Host speakers to discuss cyberbullying and dangers of social media.

·         Discuss expectations for student behavior in regards to bullying in grade level meetings at the beginning of each year.

·         Provide students with strategies to deal with bullying.

-Partner with Davidson Lifeline to support their programs and have them present QPR to 9th grade health classes

 

Deardre Gibson (AP)
  • 20%decrease in reports of bullying.
  • 20%decrease in number of discipline incidents related to bullying.
  • 100% of students report feeling safe in school safety audit
  • 100% of 9th graders being QPR trained.
 $500

Counselors

Admin Team

Data and procedures will be reviewed quarterly

2.Character Education

·         Review expectations of student behaviors and model positive interactions at grade level meetings.

·    A student group will be formed to work on bullying issues during Husky Time working with staff.

  • Diversity committee will work to raise awareness among students and staff on different issues

·         Staff committee will create rewards/incentives for students "caught being good."

 

Deardre Gibson (AP)

Dana Catchpole (Counselor)

 

PTSA Rep

 

-Decrease in number of discipline referrals.

-Student surveys will indicate that students believe that they are treated with respect and that differences are tolerated appropriately.

$500 for Training/PD for students and staffDeardre GibsonJune 2017

3. Healthy Active Child 30 min.

 

     

4. School Health Team

  • Increase opportunities for staff to participate in wellness programs
  • Increase awareness of mental health issues and supports through parent and student programs.

PTA advocacy chair

 

Kale Goins (AP)

-attendance at PTA sponsored events.

 

-evidence of staff participating in wellness programs.

$300 for resources

PTA advocacy chair

 

School health team

Quarterly


 


SMART Goals:

90-Day Plan Goals.
Strategic Plan Goal: 
Strategic Plan Focus Area: 
Data Used: 

 

Strategies (determined by what data)

    • Task
    • Task
    • Task (PD)

Point Person

(title)

Evidence of Success

(Student Impact)

Funding

(estimated cost / source)

Personnel Involved

Timeline

(Start—End)

  • Interim Dates
See 90-Day Plan

 

1.

     
2.     
3.     
4.     
Text Box: 90-DAY ACTION PLAN

              

The 90-Day Plan serves as a road map that provides clarity to specific priorities and actions that are most important during the next 90 days.  The plan will help ensure the focus of all stakeholders toward an aligned understanding of the implementation and progress of our school's continuous improvement initiative.

 

PURPOSE OF THE CONTINUOUS IMPROVEMENT INITIATIVE: 

Articulate in a few sentences what you hope to achieve by participating in the continuous improvement initiative.

 

Hough High school's goal is to improve student academic outcomes by increasing the use of feedback and data to guide instruction. The work will be done in PLC's and will use DDI and Get Better Faster strategies.

 

 

 

GOAL SETTING: 

 

 Goals2016-2017 RESULTS2017-2018 GOALSGOAL INDICATORS (METRIC TO INDICATE PROGRESS)
4

By June 2018, increase overall student proficiency rates on NC EOCs from 80.84% to 83%.

 

 

 GLP 80.85%                 CCR 72.37%

 

 

 

C

GLP 83%                                 CCR 76%EOC scores
5

By June 2018, increase overall proficiency rates for students scoring an A/B on NCFEs from 76.8% to 81%.

 

 

 

76.8%81%NCFE scores

6

 

 

By June 2018, close the achievement gap by 10 percentage points between our lowest achieving subgroups and overall proficiency rates.

 GAP

LEP 55% GLP

SWD 50% GLP

(Overall 80% Proficiency)

GAP

LEP 45%

SWD 40%

EOC scores

 

 

90-Day Action Plan – Priority #1

 

Continuous Improvement Initiative Focus Area (Big Rock):  Action Planning

School's Priority:    (Given the goals identified, what problem needs to be addressed to achieve these goals?)

 

PLC's need to focus more on formative and informal data sources to increase feedback to students between assessments.

 

School Leader Responsible:

Rosenbach and administrative team.

Desired Outcome:   (What will be different if you are successful in addressing this priority?)

Students will be given ongoing, regular feedback between assessments and provided additional support when they do not show mastery.

 

Root Cause(s) to Address Hypothesis of Priority:  (What do you believe is at the heart of this problem?  What evidence do you have to support this hypothesis?)

PLC's have focused on formal assessments as the key leverage for mastery rather than informal, formative assessments while teaching the unit of study. Teachers struggle on how to give quality feedback to large classes (time issue).

 

 

ACTIONS
Critical Action to Address Root Cause & Achieve Desired Outcome                       (Focus on teacher practice and systems & processes)Person Completing ActionTimelineResources Needed / Source

-PLC and teachers will create a system to give "do nows" and exit tickets" on a weekly basis to monitor and adjust lessons for students. The mini assessments will be open ended questions that will show students level of understanding and misunderstanding.

 

All staff1st quarter-PD on "do nows," exit tickets,  and other strategies to assess students during the units of study.
-Staff will be trained on how to implement effective exit tickets or mini assessmentsRosenbachSept 30thResources from GBF weekly data meeting training
-PLCs will disaggregate data from weekly assessments and plan how to meet gaps with individual studentsPLC lead and designated adminSept 30thResources from GBF weekly data meeting training
-Teachers will implement strategies to provide more specific, data driven feedback to students during independent practice time.

All staff

 

1st quarterPD on aggressive monitoring, checking for understanding
-Teachers will be provided PD and coaching one how to more effectively monitor studentsAdmin team GBF resources
-Teachers will use data to pull students for extra support during Husky timeKeeneSept 30thna
-Teachers will take advantage of Teacher cadet peer tutors to provide additional small group support to studentsSavage and DemarcusSept 1st 
-Ensuring EC and teachers who have ESL students are implementing research based strategies to support these learners

ESL teachers

Jenna Anderson

 

1st quarter

-PD on ESL and EC strategies strategies

-

-Focusing on vocabulary and comprehension strategies with our EC and ESL students through SIOP lab and learning lab classesESL and EC teachers1st quarter-PD on best strategies.
  PROGRESS INDICATORS
Indicator DateEvidence to Determine Progress Toward Achieving Desired OutcomePotential Adjustments
WeeklyPLCs will review weekly mini-assessments to determine gaps in mastery and plan for re-teaching before formal assessments-Checking for alignment between assessment and standards.
Every 2 weeksPLCs will review assessment data to pull students for remediation during Husky time and other tutoring opportunities-Will be done more often if needed.
Oct. 30th

1st quarter failure reports

 

-Increasing frequency or redesigning the mini assessments.

 

Jan 15th

1st semester EOC and NCFE exams-Increasing frequency or redesigning the mini assessments.
 

 

 

 

 


 

90-Day Action Plan – Priority #2

Continuous Improvement Initiative Focus Area (Big Rock):  Observation and Feedback

School's Priority:    (Given the goals identified, what problem needs to be addressed to achieve these goals?)

 

Staff needs to be given more specific, targeted feedback on how to improve instruction, especially first and second year teachers.

 

School Leader Responsible:

Rosenbach and Admin team

Desired Outcome:   (What will be different if you are successful in addressing this priority?)

Teachers will be given ongoing, regular feedback to improve the quality of instruction and classroom management.

 

 

Root Cause(s) to Address Hypothesis of Priority:  (What do you believe is at the heart of this problem?  What evidence do you have to support this hypothesis?)

The administrative team lacked a clear focus or strategy when giving feedback to teachers. Too often gave vague and overwhelming strategies that were not easy to implement.

 

 

ACTIONS
Critical Action to Address Root Cause & Achieve Desired Outcome                       (Focus on teacher practice and systems & processes)Person Completing ActionTimelineResources Needed / Source
-Train staff on philosophy and procedures around GBF modelRosenbachAug 28thGBF resources
-All 1st and 2nd year teachers will receive weekly observations with specific feedback based on GBF model.

Admin team

 

Weekly starting first week.

-GBF training for staff

-Teach Like a Champion field book.

-A schedule for coaching teachers will be established for first round of observations.RosenbachSept. 1stN/A
-Develop protocols and processes that allows teachers to self select area they want to receive feedback that is aligned with GBF phases.RosenbachAug. 28thGBF resources
-Provide all staff with specific feedback based on their self-assessment using GBF scope and sequence model.

Admin team

 

Nov. 17th

-GBF training for staff

-GBF scope and sequence

-Monitor feedback and growth of cohort group of teachers for trends and patterns to provide additional PD  to 1st- 3rd year teachers.

 

Hamilton/Waddell

 

Oct. 27th-Data from observations and feedback meetings.
Implement "Pineapple board" to encourage staff to see best practices of teachers at Hough.BrownSept. 30th 

 

 

   

 

 

   
  PROGRESS INDICATORS
Indicator DateEvidence to Determine Progress Toward Achieving Desired OutcomePotential Adjustments
Nov 17th

1st round observations. Growth in standards 2-4 related to management and instruction.

 

-additional PD for staff and admin team.

-Adding/subtracting teachers from our coaching cohort.

 

Jan. 2018

Insight data will show an increase in staff responses to quality of feedback they receive from administration.-Adjust model based on needs of staff.
 

 

 

 

 


 

90-Day Action Plan – Priority #3

Continuous Improvement Initiative Focus Area (Big Rock) - (If applicable):

School's Priority:    (Given the goals identified, what problem needs to be addressed to achieve these goals?)

 

 

 

School Leader Responsible:

 

Desired Outcome:   (What will be different if you are successful in addressing this priority?)

 

 

Root Cause(s) to Address Hypothesis of Priority:  (What do you believe is at the heart of this problem?  What evidence do you have to support this hypothesis?)

 

 

ACTIONS
Critical Action to Address Root Cause & Achieve Desired Outcome                       (Focus on teacher practice and systems & processes)Person Completing ActionTimelineResources Needed / Source

 

 

   
 

 

 

  
 

 

 

  

 

 

   
 

 

 

  
  PROGRESS INDICATORS
Indicator DateEvidence to Determine Progress Toward Achieving Desired OutcomePotential Adjustments
 

 

 

 

 

 

  
 

 

 

 

 

90-Day Action Plan – Priority #4

Continuous Improvement Initiative Focus Area (Big Rock) - (If applicable):

School's Priority:    (Given the goals identified, what problem needs to be addressed to achieve these goals?)

 

 

 

School Leader Responsible:

 

Desired Outcome:   (What will be different if you are successful in addressing this priority?)

 

 

 

Root Cause(s) to Address Hypothesis of Priority:  (What do you believe is at the heart of this problem?  What evidence do you have to support this hypothesis?)

 

 

 

ACTIONS
Critical Action to Address Root Cause & Achieve Desired OutcomePerson Completing ActionTimelineResources Needed / Source

 

 

   
 

 

 

  
 

 

 

  
 

 

 

  
 

 

 

  
  PROGRESS INDICATORS
Indicator DateEvidence to Determine Progress Toward Achieving Desired OutcomePotential Adjustments
 

 

 

 

 

 

 

 

 
 

 

 

 

 


 

Mastery Grading Procedures Plan – Required for All Schools
Strategic Plan Goal:

Goal 1: Maximize academic achievement in a personalized 21st-century learning environment

for every child to graduate college- and career-ready.

Strategic Plan Focus Area:Academic growth/high academic achievement
Data Used:Course pass rates, EOC data

 

Strategies (determined by what data)

    • Task
    • Task
    • Task (PD)

Point Person

(title/name)

Evidence of Success

(Student Impact)

Funding

(estimated cost / source)

Personnel Involved

Timeline

(Start—End)

  • Interim Dates

1. Common assessments

  • Students can retest assessments for a maximum score of 79%. AP students can retake one assessment per quarter
  • Pre- and post- assessments aligned to objectives using school net and other data trackers.
  • Assessments will be posted on Google drive.
  • PLC pacing calendars are posted on Google drive
Jessica Savage(AP)

-Data analysis of common assessments and reassessments by objective.

 

-Quality and alignment of assessments will improve. Planning and pacing will be more strategic.

-Increase in proficiency and growth scores on EOC's and NC final exams

N/APLC leaders

Sept 2017-June 2018

Quarterly checks

2. Data disaggregation

  • PLC's meet weekly to discuss formal and informal assessments and share strategies to reloop and reteach unmastered objectives.
  • Teachers and students will use tracker sheets to self-monitor growth

 

Admin Team

-Individual teacher data analysis sheets that are used for remediation

-Remediation and tutoring logs during Husky time and after school.

-Quarterly grade contracts to raise grades to 60%

-     -Teams bring data trackers to determine grade level trends and where they may need to augment the core

-    

N/APLC Leaders

Sept 2017-June 2018

Quarterly checks

3. Flexible grouping

  • Teachers will pull students for Husky Time using weekly data.
Keene

Rosters that provide evidence that are being regrouped every week  during Husky Time based on current data

-Decrease in retention rates

N/AAll teachers

Sept 2017-June 2018

Quarterly checks

4. Additional learning opportunities

  • All students given opportunity to retest up to 79% after completing intervention/tutoring decided by PLC/teachers. This will be done before and after school or in Husky Time.  Retests must be taken within two weeks of the assessment being returned to the students.
  • -AP students have opportunity to retake one test per quarter
Jessica Savage(AP)

-Teacher grade books that document original and retest grades.

- Improved EOC and NC Final exam proficiency scores.

-Teacher documentation of interventions done before retesting.

N/AAll Teachers

Sept 2017-June 2018

Quarterly checks

5. Late and make-up work

  • -Late work accepted up to 5 days late for partial credit as decided upon by PLC.

In all circumstances, homework and other assignments should be accepted, even when turned in after the designated due date. Credit for late work shall be awarded according to the following guidelines:

1. If the student was present in class on the due date, the work may be given less credit.

2. If the student was not present in class on the due date because of an excused absence, full credit must be given for the completed work.

3. If the student was not present in class on the due date because of an unexcused absence, the work may be given less credit.

 

  • -All other late work can be submitted for feedback
Jessica Savage(AP)

-Teacher syllabus explaining late work policies.

 

-Greater student accountability to do make-up work.

 

-An understanding among all stakeholders regarding CMS and school grading expectations

N/AAll TeachersSept 2017-June 2018

6. Grade reporting

  • -Grades should be recorded in Powerschool within 7 days of being collected (longer projects 14 days).
  • -Retests should be made up within 2 weeks of students receiving them back.
Jessica Savage (AP)

-Admin will do checks on teachers grade books to check for accuracy and up-to-date grades.

 

-PLCs will create common rubrics for grading projects and formal writings.

 

-Parents and students will be better informed of student progress allowing time for them to take actions such as attending tutoring and Husky Time

N/AAll TeachersSept 2017 June -2018

 

William A Hough High School - 600 Waiver Requests

 

1.     Insert the waivers you are requesting

  • Maximum Teaching Load and Maximum Class Size (grades 4-12) [required for all schools with grades 4-12]

2.     Please identify the law, regulation or policy from which you are seeking an exemption.

  • 115C-301  (c and d) Maximum Teaching Load and Maximum Class Size [required for all schools with grades 4-12]

3.  Please state how the waiver will be used.

  • Class size will be adjusted to address student individual instructional needs through flexible grouping of students in the most effective utilization of teaching teams.  Maximum teaching load will be used to allow teachers in specific areas of the curriculum to teach students designated for specific skill needs and to address the large number of students requesting elective classes.
  1. Please state how the waiver will promote achievement of performance goals.

     
  • This waiver will allow more flexibility in grouping students to meet their abilities and needs and thus should enhance their achievement on the performance goals.

 


 

Approval of Plan

Committee PositionNameSignature
PrincipalLaura Rosenbach 
Assistant Principal RepresentativeMatt Hamilton 
Assistant Principal RepresentativeDeardre Gibson 
Assistant Principal RepresentativeJessica Savage 
Assistant Principal RepresentativeKale Goins 
Dean of StudentsDavid Farley 
Parent RepresentativeErica Barozzino 
Parent RepresentativeAmy Bennett 
Parent RepresentativeSonnet Bonelli 
Parent RepresentativeDebra Casssidy 
Parent RepresentativeChris Ceccarini 
Parent RepresentativeCraig & Lisa Contreras 
Parent RepresentativeMelinda Dameron 
Parent RepresentativeKent Davis 
Parent RepresentativeTerri DeWilde  
Parent RepresentativeHolly Hess 
Parent RepresentativeDenise Hurley 
Parent RepresentativeCheney Jackson 
Parent RepresentativeValerie Kuyvenhoven 
Parent RepresentativeKathy Kluesner 
Parent RepresentativeSandy Laken 
Parent RepresentativeDenise Linerode 
Parent RepresentativeAndrea Lockard 
Parent RepresentativeLisa Schwanz 
Parent RepresentativeShelley Suter Notte 
PTSA PresidentDebbie Wood 
Teacher RepresentativeKaren Kyei-Fordjour 
Teacher RepresentativeLacie Alexander 
Teacher RepresentativeShaquanna Stevens 
Teacher RepresentativeAmy Nestor 
Teacher RepresentativeHugh Haddad 
Teacher RepresentativeAnar McCaffrey 
Teacher RepresentativeBridget Robinson 
Teacher RepresentativeAlison Graves 
Teacher RepresentativeTara McCaffrey 
Teacher RepresentativeJoan Viteri 

 


Board of Education Superintendent Calendars/Schedules School Safety