Quarterly Benchmarks #1 Strategy 1A: We will develop and implement new academic and behavioral expectations for students, school-wide incentives systems to enforce the new expectations, and detailed operating procedures for the school that reflect a the small school’s “sweat stuff” mentality. We will create the accountability systems necessary to utilize and enforce the new expectations, incentive systems, and operating procedures consistently. We will support the new and improved culture during an expanded school year and school school’s day through effective use of personnel, resources (including time), and programs. Sub-Strategy Implementation By when Early Evidence of By when Measurement Expected By when Owner Milestone Change tool Outcome Revise code of Revised code of August All teachers October Direct Fulfillment of June 2018 UP conduct. conduct shared 2017 consistently and 2017 observation by Student Rate (note: date Academy with families. accurately Principal and MAGs (e.g., applies to Holland reinforce DCIs student attendance all Leadership school’s expectations, rates and on-time expected Team accountability arrival rates) outcomes systems and listed to the operational left) procedures, as Fulfillment of observed in TIGER scores classroom MAG: percent of observations 4th & 5th grade students who finish Use Conduct faculty August Using UP June 2018 Direct the year with an components of orientation 2017 Education observation by average of 70 or the School Principal and school’s Network’s above on the August staff Quality Review DCIs and cultural school’s orientation to rubric for school network rewards system. explicitly teach culture, school academic team student walkthroughs and expectations observations will 95% of teachers and vision for show the school believe the school culture progressed at least schedule allows to all staff one level by June 1. for sufficient time members at a to support school very detailed culture, as level
Quarterly Benchmarks #1 Strategy 1A: We will develop and implement new academic and behavioral expectations for students, school-wide incentives systems to enforce the school’s new expectations, and detailed operating procedures for the school that reflect a “sweat the small stuff” mentality. We will create the accountability systems necessary to utilize and enforce the new expectations, incentive systems, and operating procedures consistently. We will support the school’s new and improved culture during an expanded school year and school day through effective use of personnel, resources (including time), and programs. Sub-Strategy Implementation Milestone By when Early Evidence of Change By when Measurement tool Expected Outcome By when Owner Revise code of conduct. Revised code of conduct shared with families. August 2017 All teachers consistently and accurately reinforce school’s expectations, accountability systems and operational procedures, as observed in classroom observations October 2017 Direct observation by Principal and DCIs Fulfillment of Student Rate MAGs (e.g., student attendance rates and on-time arrival rates) Fulfillment of TIGER scores MAG: percent of 4th & 5th grade students who finish the year with an average of 70 or above on the school’s cultural rewards system. 95% of teachers believe the schedule allows for sufficient time to support school culture, as June 2018 (note: date applies to all expected outcomes listed to the left) UP Academy Holland Leadership Team Use components of the school’s August staff orientation to explicitly teach student expectations and vision for school culture to all staff members at a very detailed level Conduct faculty orientation August 2017 Using UP Education Network’s School Quality Review rubric for school culture, school walkthroughs and observations will show the school progressed at least one level by June 1. June 2018 Direct observation by Principal and DCIs and network academic team