or Middle Years Programme Creative and Performing Arts. 2. Use locally adopted competencies to measure the The newly hired turnaround principal will be the effectiveness of staff who can work within the final decision-maker in school-level staffing. turnaround environment to meet the needs of May 15-June 30 Duane Arbogast, The principal will lead a hiring committee that students 2010: Chief Academic includes a representative from the Area office, (A) Screen all existing staff and rehire no more Principal selects Officer Human Resources, and Curriculum & Instruction. than 50 percent; and new instructional Acting Turnaround All staff (existing and new) will be screened (B) Select new staff and support staff; Director, according to local measures of teacher develops budget, Turnaround effectiveness, including: Prior Evaluations, master schedule, Principals, Formative Assessment Data (MSA/HSA data; summer professional Budget Office, quarterly assessments), Attendance, and development Human Resources, Certification. program. Title I The committee will explicitly include measures of student achievement when interviewing teachers; teachers will be required to demonstrate past performance in increasing student achievement, and will need to bring artifacts (i.e. FAST data, May 15-June 30 Duane Arbogast, MSA/HSA data, analysis of student work) to 2010: Chief Academic support these accomplishments. Teachers will also Principal selects Officer be expected to discuss experience working with new instructional Acting Turnaround middle school students as well as innovative and support staff; Director, strategies for building positive relationships with develops budget, Turnaround students, parents, and community. Teachers with master schedule, Principals, limited or no middle school experience will be summer professional Budget Office, considered if teaching philosophy supports the development Human Resources, turnaround model and past student performance program. Title I demonstrates instructional competency. Teachers will be required to agree to be an active participant in the innovative practices adopted as part of the turnaround effort (i.e. job-embedded professional development, collaborative planning), as well as make a 3-year commitment to teaching at the turnaround school.
Middle Years Programme or Creative and Performing Arts. 2. Use locally adopted competencies to measure the effectiveness of staff who can work within the turnaround environment to meet the needs of students (A) Screen all existing staff and rehire no more than 50 percent; and (B) Select new staff The newly hired turnaround principal will be the final decision-maker in school-level staffing. The principal will lead a hiring committee that includes a representative from the Area office, Human Resources, and Curriculum & Instruction. All staff (existing and new) will be screened according to local measures of teacher effectiveness, including: Prior Evaluations, Formative Assessment Data (MSA/HSA data; quarterly assessments), Attendance, and Certification. The committee will explicitly include measures of student achievement when interviewing teachers; teachers will be required to demonstrate past performance in increasing student achievement, and will need to bring artifacts (i.e. FAST data, MSA/HSA data, analysis of student work) to support these accomplishments. Teachers will also be expected to discuss experience working with middle school students as well as innovative strategies for building positive relationships with students, parents, and community. Teachers with limited or no middle school experience will be considered if teaching philosophy supports the turnaround model and past student performance demonstrates instructional competency. Teachers will be required to agree to be an active participant in the innovative practices adopted as part of the turnaround effort (i.e. job-embedded professional development, collaborative planning), as well as make a 3-year commitment to teaching at the turnaround school. May 15-June 30 2010: Principal selects new instructional and support staff; develops budget, master schedule, summer professional development program. May 15-June 30 2010: Principal selects new instructional and support staff; develops budget, master schedule, summer professional development program. Duane Arbogast, Chief Academic Officer Acting Turnaround Director, Turnaround Principals, Budget Office, Human Resources, Title I Duane Arbogast, Chief Academic Officer Acting Turnaround Director, Turnaround Principals, Budget Office, Human Resources, Title I
PGCPSSIGIYear3RevisedLEAandSchoolPlansSY20122013.docx