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Commitment to kids; most teachers want to do the right thing and are trying to do the right thing; District is ripe for instructional movement

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Protected time for grade level collaboration - structure is set for this work.

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Instructionally: Classrooms generally have the resources they need (ex: books, technology, etc.)

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Instructionally: Classrooms generally have the resources they need (ex: books, technology, etc.)

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Instructionally: Classrooms generally have the resources they need (ex: books, technology, etc.)

Communication: There is not a clear communication system.

Processes: There needs to be a clear structure that belongs to the system and not easily changed without thoughtful consideration.

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Instructional vision - clarity, processes, everything needs to be tied to it; clear non-negotiables

Built over time with clear KPIs

Next year needs to build the foundation and understanding of where we are going and ensure shared commitments at all levels

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Clarity and accountability for all educational partners.

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Clarity and accountability for all educational partners.

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Principal as instructional leader - has a vision for instruction - recognizes quality instruction, identifies next steps, develops a plan, and puts plan in place

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Clear distributed leadership and continuous growth of the ILT, resulting in increases student achievement; built trust in the process and true reflection for growth at the classroom and leadership level;

consistency across classrooms and ensuring of guaranteed and viable curriculum for each kiddo (translates into essential skills and standards taught to each student with feedback and data of student outcomes)

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Teams working collaboratively to improve instruction based on identified need determined through data. This work would focus on improving strategies rather than looking for "things" - supplemental materials, worksheets, etc.

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1. Establish the Vision and ensure that people in the organization UNDERSTAND the vision and are able to articulate it through examples.

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1. Establish the Vision and ensure that people in the organization UNDERSTAND the vision and are able to articulate it through examples.

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1. Establish the Vision and ensure that people in the organization UNDERSTAND the vision and are able to articulate it through examples.

2. Have clear guidelines and rubrics to determine progress towards the work.

3. Embed and communicate the vision constantly by connecting various elements under one umbrella.

4. Have people in leadership that can really do the work and are not afraid to lead. If they are not natural leaders, then teach them how to lead. It is important because the success of the organization is directly tied to effective leadership.

5. Recognize and celebrate small steps towards the end goal. It should be stated at the start of each year, so the organization understands that we are making progreess.

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1. courageous leadership

2. instructional leadership and how instruction directly ties to student outcomes.

3. align assessments and programs, so that there is a clear understanding of what students know and do not know. Currently, there is a mismatch, so the summative results are surprising for many. The formative results need to really measure progress.

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1. Common language and signature practices that are calibrated by all, or at least the leaders.

2. True assessment data

3. Empowered principals (leaders)

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We need a fresh set of eyes :-)

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looks fors in the the classrooms for all

leadership - having hard convos

purposeful feedback and action oriented next steps for leaders

Teachers -- high impact strategies; assessment, Tier II strategies; literacy across content areas

All --- data, shifting instruction after data; reteaching; utilizing small groups (what to do, how to do it, how to plan for it)/differentiation

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Shared vision and commitments; what data and how to review it and what do next; Principal expectations and ILT in place as well as expectations for the ILT

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Building capacity of site leaders to be the instructional leader. Identify one to three best practices to develop

Calibration of strategies and practices