1. CMSD Academic Transformation Plan
Briefing Package – A.G. Bell

2. Why are we here today? 1
Provide an overview of CMSD's Academic Transformation Plan
Why transformation, Why now?
What can you expect after our transformation is complete?
Share our vision for CMSD's Pre K-8 "System of Schools"
Discuss what the transformation plan means for your school and your neighborhood
Provide an opportunity for you to have your questions addressed 2 3 4

3. Plan goals link to expectations and measurable outcomes Entire city plays a role in helping CMSD meet ambitious goals
Examples of how we will raise expectations
Example measures of success
Goals for transformation
Embed 21st century skills into all teaching and learning
Grow strong, entrepreneurial principals
Implement effective performance review processes that center on student achievement
Strengthen community partnerships to support students and schools
Deepen connection between schools and homes
Transform at a pace that builds lasting support
Graduation rate meets OH state benchmark (currently 90%)
Average ACT score: 19 or better1
100% of schools Continuous Improvement or better
50% schools Effective or better
100% of schools with positive growth indicators
Transformational labor/ management relationships praised nationally for driving positive academic results
Stable enrollment trend and % capacity utilization
Improved student centered culture2
21st century graduates
Quality schools in every neighborhood
Accountability for all
High-quality principals and teachers
Expand what works, rethink what doesn't
Attract and retain students and families
Right-size the district
1. Would meet the Broad Foundation district benchmark for average ACT score in large districts, a significant improvement from CMSD average score of 16 in 2008
2. Defined by Conditions for Learning Survey

4. The vision for CMSD's PreK-8 system of schools
Plan elements
CMSD's K-8 system will grow, support and repurpose schools to bring quality to all neighborhoods
Continuing emphasis on teaching students solid core academic skills (emphasizing literacy and math)
Strengthening what is proven to work (e.g., more instructional time, focus on Pre-K early childhood, more rigor and support for the middle grades, data-driven instruction)
Turning around low performance in consistently under-performing schools
Based on specific neighborhood needs, some schools will develop and strengthen special programs
For example, a new community wrap-around service model for schools in high need areas that will benefit from supports like adult education, health services, after school programming
For example, dual language programming (Buhrer)
CMSD will also develop and maintain a select number of 'choice' programs throughout the city to serve diverse learning needs; examples include
Single-gender academies that support unique learning environments
International newcomers academy that supports non-English speaking students
Montessori to encourage discovery learning for students who thrive in an alternative environment
Over time, CMSD will also selectively spread more innovative programming throughout every neighborhood
Incubating successful programs, like Arts and STEM, before expanding to more schools
Inviting proven local and national educational providers—through an RFP—to meet unique needs in the city
All will be accomplished in a "right-sized" K-8 system with fewer schools and more investment in schools
With overall K-8 school capacity around 80-90% system-wide

5. Plan includes recommendations to improve schools Definition of terms
Depth of intervention
What it means in K-8
What it means in high school
Maintain as "growth schools"
Maintain current building, program, staff
Set strong expectation for further improvement in academic outcomes
Provide additional flexibility to continue improving performance
Intensively support as "refocus
schools"
Provide additional resources, e.g.
Additional human capital support
Leadership training
Curriculum assistance
Improve and expand programs in place
Add academies and programs to some schools after a planning year in 2010
Strengthen programs and train leaders
Repurpose
schools
Includes one or more of following actions
Replace school leadership
Require teachers to reapply to school
Consider conversion to charter
Redesign academic program
Breaks-down comprehensive high schools into new academies
Teachers apply to models that match skills
Strong principals lead each academy
Charters will be considered and beyond
See comment in footnote
Close school
Close building and reassign students
Relocate program (close building)
Some successful programs will relocate to better utilize space and serve students
Goal: Ensure quality schools in every neighborhood

6. A.G. Bell – Detailed School Level Data Areas highlighted are below district average
Scoring tool variables
Bell
District Avg.
Report Card Rating (2008/2009)
Performance Index (3 year growth rate)
2006 Academic Year
2009 Academic Year
Facilities Condition Index – cost to renovate vs. rebuild (%)
higher FCI % = lower quality building
2008 CLS (% of students indicating "needs improvement")
Safe and respectful climate (%)
Social and emotional learning (%)
Challenge (%)
Student support (%)
Teacher attendance rate (%)
Student attendance rate (%)
Major safety incidents (per 100 students)
Enrollment trend (%)
2006 Enrollment
2009 Enrollment
Capacity utilization (%)
CI/AW
80.3
78.7
72.0
72.6
Academic performance (40%)
Building condition (20%)
72%
50%
Performance drivers
(20%) 30 16 5 8 94 93
1.5
42 42 13 22
91 91
3.8 -1
452
413 53 -2 76
Facility demand
(20%)
Building Capacity: 775

7. A.G. Bell Recommendation and Rationale1
Close facility
Declining academic rating
Low capacity utilization
Neighboring schools have excess capacity
New Wilson equipped as state-of-the-art Deaf Education Center 2
Relocate Deaf Ed Program
Relocate Deaf Education Program to Wilson
Reassign regular education students to neighboring schools
Possibilities include:
Sunbeam
Harvey Rice

8. Several options available for closed buildings1
Demolition
Community Use/Purpose
Available to High Performing Charter Schools
Available for Future CMSD Use
Sold for Private Purposes
Develop Joint Venture with CMSD, City of Cleveland (Economic Development) and Private Investment 2 3 4 5 6

9. CMSD is proactively addressing safety and security concerns
Ongoing series of meetings to discuss security concerns
CMSD Division of Safety and Security
Cleveland Police Department, Department of Community Relations
Other law enforcement agencies
Discussions with RTA and CHMA
Collaboration between CMSD, police, and community stakeholders to:
Identify problems, brainstorm solutions and mobilize resources
Examples of ideas being considered
Mobile patrols, "walking bus" program
Parent patrols (posted around schools at target times)
Engage Cleveland Police Department, Community services unit to assist with safe walking routes
Continue humanware and hardware strategies (metal detectors, student ID's, etc.)
Objective is to create a multi-agency enforcement partnership to provide a safe school experience