TNAACS 23-24 Goal Review & 24-25 Goal Setting by Colleen Kelly

Benchmark 1: Student Performance:

ckelly284 — 2024-07-26 15:58:44 UTC

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.

Lisa's 23-24 Goal #1

ckelly284 — 2024-07-26 15:59:08 UTC

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

Lisa's 23-24 Goal # 2

ckelly284 — 2024-07-26 16:00:46 UTC

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.

Board Goal # 2 (Captains: Cristy & Beth)

ckelly284 — 2024-07-26 16:01:32 UTC

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:

With guidance from Lavinia Consultant, TNAACS will create a system to help monitor teacher learning and student progress in math
Monitor the effectiveness of the strategies identified for next renewal (based on TNAACS response to NYSED)

Benchmark 2: Teaching Learning

ckelly284 — 2024-07-26 16:03:31 UTC

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.

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

ckelly284 — 2024-07-26 16:06:45 UTC

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

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

ckelly284 — 2024-07-26 16:08:16 UTC

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.

School Goal # 1

ckelly284 — 2024-07-26 16:09:18 UTC

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

School Goal #2

ckelly284 — 2024-07-26 16:09:47 UTC

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

Board Goal # 3 (Captain: Colleen)

ckelly284 — 2024-07-26 16:10:48 UTC

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

Benchmark 4: Financial Condition:

ckelly284 — 2024-07-26 16:11:26 UTC

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

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

ckelly284 — 2024-07-26 16:12:30 UTC

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.

Benchmark 5: Financial Management

ckelly284 — 2024-07-26 16:14:57 UTC

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.

Benchmark 6: Board Oversight and Governance

ckelly284 — 2024-07-26 16:16:23 UTC

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.

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

ckelly284 — 2024-07-26 16:17:38 UTC

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

Benchmark 7: Organizational Capacity

ckelly284 — 2024-07-26 16:19:26 UTC

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.

Lisa 23-24 Goal #3

ckelly284 — 2024-07-26 16:20:25 UTC

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

Captains Lisa and Mac

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Lisa Goal # 4: Build political relationships

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

Benchmark 8: Mission and Key Design Elements:

ckelly284 — 2024-07-26 16:24:10 UTC

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.

Lisa's 23-24 Goal # 6

ckelly284 — 2024-07-26 16:34:25 UTC

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

Benchmark 9: Enrollment, Recruitment, and Retention

ckelly284 — 2024-07-26 16:35:41 UTC

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.

Benchmark 10: Legal Compliance

ckelly284 — 2024-07-26 16:49:47 UTC

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

Lisa's 23-24 Goal #7

ckelly284 — 2024-07-26 16:50:49 UTC

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),

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

ckelly284 — 2024-07-26 16:52:55 UTC

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.

Individual Board Member Commitments

ckelly284 — 2024-07-26 17:04:56 UTC

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