1. Alexander Graham Bell Elementary School 2016-2017
The State of the School
Alexander Graham Bell Elementary School

2. Purpose of the State of the School Address
Provide the local school community with an overview of our school mission and vision
Provide the local school community with an overview of school-wide CIWP priorities and data to meet challenges moving forward.

3. Bell School Vision and Mission
Bell School values the professionalism and dedication of the faculty and staff; the participation of parents; transparency, creativity, and collaboration in decision-making; mindful communication; its unique community of learners; and the support of outside partners. Bell’s mission is to teach all of its students the foundational academic and social skills they need to achieve their highest ambitions; help all of its students learn to be respectful, thoughtful, and well-balanced; and challenge all of its students to excel as engaged citizens of the world.

4. CIWP School Self Assessment and Development of Strategies
The entire staff worked on the self assessment phase of the CIWP development by using the School Effectiveness Framework and analyzing 10 of the 17 dimensions which were most critical to Bell.
The CIWP team then took the analysis and reviewed all 17 dimensions to select the top three in need of most attention: Diversity, Professional Learning and Balanced Grading and Assessment.
The team then developed 4 key strategies related to these areas for the school improvement plan. Each strategy has several action steps with timelines and monitors attached.

5. Current goals
Create learning cohorts based on individual teacher interest in order to differentiate professional learning. Include continuous cycle of peer observation where teacher pairs observe each other and give feedback on instructional practice to enhance the cohort experience.
Create a schoolwide policy on grading and assessment.
Increase cultural awareness across all grade levels including more emphasis on Deaf culture.
Build more trust between staff members, specifically teachers and paraprofessionals through mechanisms such as improved communication, professional development opportunities, and collaboration.
NEW: Increase teacher capacity in the use of restorative practices when working with students in the area of misbehavior.

6. Where do we stand after Year 1?
Professional Learning-Off Track-Strategy was attempted, but not sustainable due to lack of time and accountability.
-Next Steps: Revise the strategy to reflect realistic
expectations given time constraints and build in
an accountability measure that is meaningful for
both teachers and administrators.
Diversity-On Track-Strategy has evolved and exceeded expectations (Sign and Dash, Sign of the Day, ASL ambassadors, ASL Club assembly, buddy days).
-Next Steps: Continue to build on what we have done
and look for new ways to capitalize on the resources
we have in our building to enhance even further.

7. Where do we stand after Year 1?
Balanced Assessment and Grading-On Track if Summer work is completed. All data has been collected and must be analyzed to form meaningful conclusions. Best practices should be researched to help guide proposed changes to develop a school wide approach.
Next Steps-Committee needs to meet over the
summer to summarize and analyze data in order
make recommendations to the staff and
administration.

8. Where do we stand after Year 1?
Relational Trust-On Track-Several action steps were implemented and communication mechanisms have improved. Certainly more room to grow, but things are heading in the right direction.
Next Steps: Solicit feedback from staff members
about new ideas for improving communication.
Restorative Practices-Off Track-Due to the furlough days, training in this area could not be completed.
Next Steps: Optional meeting in May to solicit
teacher leaders and plan professional development for
the fall.

9. Challenges
Some of the specific challenges that Bell is facing now or will be facing in the near future include:
Decreasing enrollment-budget implications
Achieving growth in diverse learner, EL and high achieving populations
Time for professional development
Technology implementation
Continuing work on Responsive Classroom and Restorative practices-paradigm shifts

10. How will we address these challenges?
Enrollment-Investigation Lottery Option, increase school marketing
Growth for Diverse Learners, EL and high attaining students-Conversations about supports have taken place this spring during PLC and grade level meetings to elicit feedback and promote new ideas for servicing students. New scheduling practices will be developed over the summer and baseline data will be used to evaluate the effectiveness of these changes.
Professional Development-This must be built into the school day and should be tied to budgetary planning.

11. How will we address these challenges?
Technology Implementation-Administration, Instructional Leadership Team and Technology Committee will work to create a framework for how we use technology in our building across all grade levels. As technology increases, the guidance in terms of how it is used must be provided and constantly revisited.
Restorative Practices-Training will take place in the fall and will demand consistent follow through from administration to ensure that practices are being used with integrity. Administration will work with teacher team to continue to build upon the program after year 1.

12. What are the implications for our budget?
Several priorities must be taken into account:
-Reduced class size
-Number of learning specialists
-Technology Support
-SEL Support
-Substitute coverage and/or after school pay for teachers to meet, visit other schools, plan together, engage in conversations about instruction
-Ancillary support
-Playground supervision

13. Summer Planning Revisit the CIWP and make appropriate changes
Once budgeting cycle is complete, revisit priorities if necessary
Focus on scheduling as a priority for both student growth and professional learning
Evaluate current avenues for involving parents as partners and amend as needed
Work with Budget Committee and FOB to closely monitor spending practices and develop long range plans

14. Thank you!