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Evaluation: A Key to Success for Community Schools April 7, 2010

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Title: Evaluation: A Key to Success for Community Schools April 7, 2010


1
Evaluation A Key to Success for Community
SchoolsApril 7, 2010
Susan McDowell-Riley Evansville Vanderburgh
School Corporation
Dan Diehl Diehl Evaluation and Consulting
Services, Inc.
2
Session Overview
  • History of the community school movement within
    the EVSC and the evolving nature of evaluation
  • Integration of evaluation into the overall
    district strategic plan
  • Keys to success in integrating evaluation

3
History of the CommunitySchool Movement and Role
of Evaluation
  • Full-service school efforts started at Cedar Hall
    Elementary (e.g., afterschool programs, family
    literacy, site council)
  • Community school model expanded from 1 to 13
    schools with support from various 21st CCLC
    grants, Title I and other funding sources
  • School Community Council was established

4
  • Collection of over 70 community organizations and
    businesses working together to support students
    success
  • Mission Establish school sites as places of
    community to support youth and family development
  • Committee Structure
  • Steering Committee
  • Evaluation
  • Health
  • Afterschool
  • Social and Emotional Learning
  • School Site Councils

5
History of the CommunitySchool Movement
(continued)
  • Expansion from 13 schools to the district
  • Integration of diverse funding sources and
    community resources, such as Safe Schools/Healthy
    Students Grant, Grants to Reduce Alcohol Abuse,
    Early Childhood Development Coalition
  • Integration of a community school philosophy
    within the EVSC strategic plan

6
  • The mission of the Evansville Vanderburgh School
    Corporation (EVSC) is to provide equity and
    excellence for all students.
  • Equity is accomplished by providing all students
    with fulfilling opportunities and experiences
    regardless of background and requires that
    educators move all students forward without
    holding others back.
  • Excellence involves providing all students with
    the skills necessary to achieve sustained success
    and growth.

7
  • With student achievement at its core, five goals
    represent the primary focus of the strategic
    plan
  • Accelerate achievement for all students
  • Reduce the achievement gap
  • Improve standardized test performance
  • Increase graduation rates
  • Increase college preparedness, college-going, and
    college completion

8
  • Five core focus areas of the strategic plan
    include
  • Professional development
  • Early childhood development
  • State-of-the-art technology
  • Innovative schools models
  • Family, school, and community partnerships

9
Evolution of Evaluation
10
Bringing it Home How does this relate to the
work you are doing?
11
Integration of Evaluation into the EVSC Strategic
Plan
  • Create a culture of evaluation that reflects key
    principles of accountability, data-driven
    decision making, and continuous quality
    improvement at all levels within the EVSC.

12
Overview of the Evaluation Framework
13
Student Achievement Outcomes
  • Defined as short-term, intermediate, and
    long-term conditions where change is observed
    (e.g., student and family engagement, academic
    performance and achievement, college-going,
    attendance).

14
Strategies and Innovations
  • Defined as concrete strategies (e.g., specific
    structures or programs) and innovations (e.g.,
    pilot projects) that are selected to impact core
    student outcomes.

15
Internal District Processes
  • Defined as the informal and formal methods of
    communication between and among staff, as well as
    the organizational capacity (e.g., staffing,
    finances, leadership) to implement the plan.

16
External Factors
  • Defined as external factors (e.g., historical
    events or stakeholder perceptions) that may
    impact the feasibility and fidelity of plan
    implementation. Stakeholders include community
    partners, parents, and residents.

17
Identifying Core Indicators and Developing
District Capacity to Collect and Report on them
Data Warehouse Transform data into information
for knowledge-based decision making
  • Development of warehouse
  • Indicator summit for community partners
  • Indicator summit for educators
  • Benefits
  • Action Inform instruction
  • Decision making
  • Accountability

18
Stakeholder Survey
Surveyed all stakeholders
Survey included questions pertaining to
  • Parents
  • Students
  • Staff
  • Community Partners (Business Council, School
    Community Council, Community Members)
  • Collaboration
  • Diversity and Equity
  • Strategic Plan Focus
  • Job satisfaction (morale)
  • Leadership
  • Data
  • Engagement
  • Customer Service

19
Creating a Process for Review and Performance
Management
  • Research Review Team
  • Creation of a formal process to review internal
    and external research requests
  • Partnership with University of Evansville for IRB
  • LLC Action Research Projects

20
Performance Management Team
  • Armstrong and Baron (1998) A strategic and
    integrated approach to increasing the
    effectiveness of organizations by improving the
    performance of the people who work in them and by
    developing the capabilities of teams and
    individual contributors
  • Facilitate the effective delivery of strategic
    and operational goals
  • Maximize district team efficiency through
    improved communication and development
  • Encourage transparency and accountability that
    results in improved student achievement

21
Keys to Success
  • District leadership recognizing and supporting
    the importance of community schools and the
    development of an evaluation culture
  • Creation of a center to organize the community
    school work
  • Creation of a department that is dedicated to
    supporting evaluation and research
  • Increased capacity to track district-level data
    using an integrated data management system
  • Partnership with external evaluation consultants
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