Part 7: LEA Capacity to Implement the Improvement Model Capacity Task Yes No District Evidence 1. Projected budgets are sufficient and X Each administrative team undertook an school’s appropriate to support the full and extensive school improvement planning process effective implementation of the (aligned to each Comprehensive Needs school’s intervention for three years, while Assessment [CNA]) that, in addition to the Continuous Improvement Plan, meeting all fiscal requirements and being District’s became the driving force for budgetary decisions reasonable, allocable, and necessary. and alignment. Teams were supported by representatives of both the Office of Transformational Support (OTS) and Office of Academic Affairs (OAA). OTS/OAA staff worked closely with EVSC’s Federal Bookkeeper and Business Affairs to follow EDGAR policies, as well as adhere to IDOE Title I Guidance to ensure all requests for funding were reasonable, allocable, and necessary to achieving school turnaround. Strategic decisions at the school level (made in consultation with the OTS, OAA, and Mass Insight Education (MIE)) around budgetary measures were made Ongoing Technical Assistance provided by the Indiana Department of Education, was attended by LEA staff, including SIG-specific Technical Assistance. The final budget will be reviewed by EVSC and IDOE fiscal officers. It is aligned to each element of the Transformation Model, and all requests are reasonable, allocable, and necessary. 2. The LEA and administrative staff has the X In September 2012, the Evansville Vanderburgh credentials, demonstrated track record, School Corporation (EVSC) began its work with Mass Insight Education's (MIE's) "The School and has made a three-year commitment Turnaround Group" in order to create an Internal to the implementation of the selected Lead Partner to manage a portfolio of the model. district’s chronically underperforming schools. This portfolio Turnaround and Transformation models is now known as the District’s “Transformation Ability to recruit new principals through Zone which is directly managed by (TZ),” EVSC’s partnerships with outside educational Internal Lead Partner, the Office of organizations and/or universities Transformational Support (OTS). The OTS office Statewide and national postings for currently oversees, directs, and manages five administrative openings schools in EVSC: Glenwood Leadership Academy, Lincoln Community School, McGary Middle External networking
Part 7: LEA Capacity to Implement the Improvement Model Capacity Task Yes No District Evidence 1. Projected budgets are sufficient and appropriate to support the full and effective implementation of the intervention for three years, while meeting all fiscal requirements and being reasonable, allocable, and necessary. X Each school’s administrative team undertook an extensive school improvement planning process (aligned to each school’s Comprehensive Needs Assessment [CNA]) that, in addition to the District’s Continuous Improvement Plan, became the driving force for budgetary decisions and alignment. Teams were supported by representatives of both the Office of Transformational Support (OTS) and Office of Academic Affairs (OAA). OTS/OAA staff worked closely with EVSC’s Federal Bookkeeper and Business Affairs to follow EDGAR policies, as well as adhere to IDOE Title I Guidance to ensure all requests for funding were reasonable, allocable, and necessary to achieving school turnaround. Strategic decisions at the school level (made in consultation with the OTS, OAA, and Mass Insight Education (MIE)) around budgetary measures were made Ongoing Technical Assistance provided by the Indiana Department of Education, was attended by LEA staff, including SIG-specific Technical Assistance. The final budget will be reviewed by EVSC and IDOE fiscal officers. It is aligned to each element of the Transformation Model, and all requests are reasonable, allocable, and necessary. 2. The LEA and administrative staff has the credentials, demonstrated track record, and has made a three-year commitment to the implementation of the selected model. Turnaround and Transformation models Ability to recruit new principals through partnerships with outside educational organizations and/or universities Statewide and national postings for administrative openings External networking X In September 2012, the Evansville Vanderburgh School Corporation (EVSC) began its work with Mass Insight Education's (MIE's) "The School Turnaround Group" in order to create an Internal Lead Partner to manage a portfolio of the district’s chronically underperforming schools. This portfolio is now known as the District’s “Transformation Zone (TZ),” which is directly managed by EVSC’s Internal Lead Partner, the Office of Transformational Support (OTS). The OTS office currently oversees, directs, and manages five schools in EVSC: Glenwood Leadership Academy, Lincoln Community School, McGary Middle