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School leaders have systems in place designed to cultivate shared accountability and high expectations and that lead to students’ well-being, improved academic outcomes, and educational success. The school implements research-based practices and has rigorous and coherent curriculum and assessments that are aligned to New York State Learning Standards for all students. Teachers engage in strategic practices and decision-making in order to address the gap between what students know and need to learn so that all students experience consistent high levels of engagement, thinking and achievement.

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The school has met or exceeded achievement indicators for academic proficiency, trends toward proficiency, similar schools, college and career readiness, and high school graduation, if applicable. Proficiency at the elementary/middle school level shall be defined as achieving a performance level of 3 or higher on Grade 3-8 state assessments in ELA, math, and science. At the high school level, passing shall be defined as obtaining a Regents exam score of 65 or higher.

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To support the achievement of the  schoolwide goal of 50% student proficiency in math by June, I will systematize math observations to ensure they are more frequent & provide timely actionable feedback to math teachers that impacts their instruction and student achievement in math

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To support DTLs to achieve school wide goal of 50% student by June, I will set clear expectations, move the cognitive lift to the DTLs through monitoring coaching logs,  x% of time is coaching, increase in DTLs taking on PL experiences, hold DTLs accountable for the Report Card grades being accurate (aligned to data front he MP)  and meaningful, and continue norming on report grade consistency across grades.

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Board Goal # 2 (Captains: Cristy & Beth)

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Board Goal # 2 (Captains: Cristy & Beth)

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The board will ensure that the school provides professional development, academic programs, and support to ensure that all students are provided with a rigorous and relevant math education that will prepare them to be successful in a globally competitive environment. (i.e. analyze data, choose PD, hear from staff on PD opps, follow up on recommendations for impact (follow up))

Sub goals:

1. With guidance from Lavinia Consultant, TNAACS will create a system to help monitor teacher learning and student progress in math

2. Monitor the effectiveness of the  strategies identified for next renewal (based on TNAACS response to NYSED)

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Board Goal # 1 (Captains: Cristy & Beth in Conjunction w/Jenny)

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Board Goal # 1 (Captains: Cristy & Beth in Conjunction w/Jenny)

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The Board will review data at every board meeting, recommendations or brainstorming will be shared with school committees, and follow up on impact of these recommendations will be part of data share

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Benchmark 3: Culture, Climate, and Student and Family Engagement

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Benchmark 3: Culture, Climate, and Student and Family Engagement

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Benchmark 3: Culture, Climate, and Student and Family Engagement: The school has systems in place to support students’ social

and emotional health and to provide for a positive, safe, and respectful learning environment that prepares all students for college and career. Families, community members and school staff work together to share in the responsibility for student academic progress and social-emotional growth and well-being. Families and students are satisfied with the school’s academics and the overall leadership and management of the school.

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Under the Principal's leadership, TNAACS has met or exceeded agreed upon goals set for increasing student performance.

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Under the Principal's leadership TNAACS is on track to outperform their district of location (District 18) and other public schools that serve a similar student demographic

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By July 2025, the TNAACS Board will gather, analyze and use student, staff, and family voice to inform decision making

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The school is in sound and stable financial condition as evidenced by performance on key financial indicators.

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The school operates in a fiscally sound manner with realistic budgets pursuant to a long-range financial plan, appropriate internal controls, and procedures, and in accordance with State law and generally accepted accounting practices.

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Board  & School's Goals #4 & # 5 (Captains - Finance Committee  and Jenny)

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Board  & School's Goals #4 & # 5 (Captains - Finance Committee  and Jenny)

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Goal # 4: The school is in sound and stable financial condition as evidenced by performance on key financial indicators

Goal # 5: Provide an educationally sound and fiscally responsible budget that supports students in achieving the mission of the school.

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Benchmark 6: Board Oversight and Governance

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Benchmark 6: Board Oversight and Governance

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The board of trustees provides competent stewardship and oversight of the

school while maintaining policies, establishing performance goals, and implementing systems to ensure academic success, organizational viability, board effectiveness and faithfulness to the terms of its charter.

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Board Goal # 6: (Captain: Colleen & Governance Committee)

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Board Goal # 6: (Captain: Colleen & Governance Committee)

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In July of 2023, July of 2024 and July of 2025 the Board will review the strategic plan and annual goals. Board and leadership evaluations will be given and reviewed and new sub goals will be created

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The school has established a well-functioning organizational structure and has clearly delineated roles for staff, management, and board members. The school has systems and protocols that allow for the successful implementation, evaluation, and improvement of its academic program and operations.

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The Principal develops and maintains effective external relationships that support the organization's performance and fundraising success.

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Benchmark 8: Mission and Key Design Elements:

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Benchmark 8: Mission and Key Design Elements:

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The school is faithful to its mission and has implemented the key design elements included in its charter included in its charter.

Design Elements:

Directors of Teaching and Learning that support teaching teams, accelerate teacher growth, and provide additional support to students

Lower Student to Teacher ratio.  (What is the current ratio?)

Grade Looping - Grade K-2 and 3-5.

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To support faithfulness to the mission and key design elements, I will draft the material change for key design elements and share with the Board and staff and submit to NYSED by Dec 1, 2023

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Benchmark 9: Enrollment, Recruitment, and Retention

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Benchmark 9: Enrollment, Recruitment, and Retention

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The school is meeting or making annual progress toward meeting the enrollment plan outlined in its charter and its enrollment and retention targets for students with disabilities, English language learners, and students who are eligible applicants for the free and reduced priced lunch program; or has demonstrated that it has made extensive good faith efforts to attract, recruit, and retain such students. High schools are meeting persistence rates commensurate with the NYSED target.

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The school complies with applicable laws, regulations, and the provisions of its charter.

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Principal will share quarterly on the efforts to develop and maintain external relationships To support recruitment, enrollment, and retention by increasing 240 applicants and 100% of retention (222 stud) to get to 300 enrollment by Sept, I will develop the partnership with Launch by continuing conversations and determine whether this is a worthy partner and then create a plan for partnership by June, monitoring the Outreach teams holding of focus groups of our Alumni that attends Launch, Continue to review the weekly Outreach data dive, doing Principal tours, monitoring the implementation of the STEAM integration and partnerships (i.e. Girls who Code),

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Board Goal #7 (Captains: Cristy & Beth in Conjunction with Jenny)

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Board Goal #7 (Captains: Cristy & Beth in Conjunction with Jenny)

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Attached to the Board Goal # 2:The Board will review data at every board meeting, recommendations or brainstorming will be shared with school committees, and follow up on impact of these recommendations will be part of data share.

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Attending the monthly board meeting

Joining a committee

Attending their designated committee meetings

Joining a board project and ensure the goals of that project are met

Attending at least one professional development a year

Support leadership in preparing for Renewal and Mid-Term Site Visits

Work with the Board and leadership in support of the Strategic Plan

Staying engaged by reading and responding to all communication coming to board members

Participating in an evaluation of the TNAACS Principal, A Board Self-Evaluation, Goal Setting, and Annual Retreat

Actively participating in recruitment, interviewing, and onboarding of new Board Members

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Lisa Goal # 4: Build political relationships

Lisa Goal # 5: Build outside partnerships with organizations for each of our academic