1. Ohio Valley Educational Service Center CIP expanded for Agency Improvement Planning September 8-9, 2011 CIP expanded for Agency Improvement Planning September 8-9, 2011

2. Agency Improvement Planning Is designed for the committee to have the opportunity to: Set direction for the ESC Speak for the ESC To speak freely…how you really feel To listen to others Analyze data Impact agency success now and in the future

3. QUOTES “Progress is impossible without change; those who cannot change their minds cannot change anything.” --George Bernard Shaw “A school can fulfill no higher purpose than to teach its members that they can make what they believe in happen.” --Ronald L. Barth

4. Edie Holcomb Guiding Questions As the core planning team organizes their work, they should consider the following questions as a foundation for organization: Where are we now? Where do we want to go? How do we get there? How will we know if/when we get there? How will we sustain momentum?

5. The Effective Schools Correlates High Expectations Belief that all children can learn and most at higher levels than they are currently achieving. Belief that all teachers can teach when given the proper support and professional development. Frequent Monitoring Constantly “dip sticking” to see if we are getting where we want to be. The use of data to make revisions of plans. It is what Phil Schlechty calls “working on the work” and what Mike Schmoker references in his book Results which asks us to constantly seek to see if what we are doing is getting the results we desire.

6. The Effective Schools Correlates Opportunities to Learn Creating a learning environment, which removes or diminishes the barriers that keep children from learning and supports proven “best practices” instruction. Clear School Mission Establishing a stakeholder developed statement that focuses on students and learning. This statement provides the foundation around which all decisions are made.

7. The Effective Schools Correlates Home School Relations Engaging the home and community in partnership with the school in supporting student learning. Opening lines of communication and decision making processes that increase awareness of school successes and concerns and ensures participation in school improvement. Instructional Leadership Utilizing all staff as instructional leaders and decision makers. Promote staff development based on need. Build a system of support and adult learning to contribute to the total instructional program.

8. The Effective Schools Correlates Safe and Orderly Environment Ensuring for all students and the school community that safety is the number one priority so students may be actively engaged in meaningful learning.

9. Ohio Valley Educational Service Center Mission The primary mission of the Ohio Valley Educational Service Center is to provide educational leadership and consulting services to meet the individual and collective needs of the school districts in our five county service area. The Ohio Valley Educational Service Center provides leadership in coordinating the combined efforts of the local districts, city district and exempted village, and other counties to support increased student achievement.

10. High Leverage CIP Categories Student Achievement Curriculum Alignment “Best Practices” Instruction Assessments Special Needs Students/Programs Barriers to a High Quality Service Agency Time Climate/Culture Health and Wellness Effective Use of Resources Technology Budgets and Decision Making Professional Development Staff Credentials Networking Data/Adult Performance Print Materials Engagement Agency Communications Community Social Services Community Learning Resources (e.g. Guest Speakers, Site Visits, Higher Education, etc.) Community Organizations Business Partnerships Technical/Career Collaboration

11. High Leverage CIP Categories Student Achievement Curriculm Alignment “Best Practices” Instruction Assessments Special Needs Students/Programs

12. High Leverage CIP Categories Barriers to a High Quality Service Agency Time Climate/Culture Health and Wellness

13. High Leverage CIP Categories Effective Use of Resources Technology Budgets and Decision Making Professional Development Staff Credentials Networking Data/Adult Performance Print Materials

14. High Leverage CIP Categories Engagement Agency Communications Community Social Services Community Learning Resources (e.g. guest speakers, site visits, higher education, etc.) Community Organizations Business Partnerships Technical/Career Collaboration

15. WORK GROUPS Group 1Group IIGroup IIIGroup IV EngagementBarriersResourcesStudent Achievement MollyTeresaPhilChris GaryCarmenLynneCarol TCWaltFrankAaron MeganPennyHughDebby AnnDianeAngela