CMSD Academic Transformation Plan Briefing Package – Gracemount

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 PreK-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

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 2015 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 80-90% 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

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

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 2011-12 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

Gracemount – Detailed School Level Data Areas highlighted are below district average Scoring tool variables Gracemount 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 2006-2009 (%) 2006 Enrollment 2009 Enrollment Capacity utilization (%) AE/AE 73.4 66.4 72.0 72.6 Academic performance (40%) Building condition (20%) 81% 50% Performance drivers (20%) 42 39 20 23 90 94 4.1 42 42 13 22 91 91 3.8 -4 629 439 84 -2 76 Facility demand (20%) Building Capacity: 520

Gracemount Recommendation and Rationale 1 Close facility Declining academic trends Decrease in Performance Index Building in poor condition Neighboring schools have excess capacity Opportunity to invest in and strengthen 2-8 gifted program 2 Relocate Gifted Program Relocate Gifted Program grades 2-5 to Whitney Young to create grades 2-12 Gifted Program Reassign regular education students to neighboring schools Possibilities include: Charles Eliot Adlai E Stevenson

Several options available for closed buildings 1 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

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 CMHA 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