Another Draft…the Elect to Work Agreement.

The elect to work agreement is vital to a Pilot School. Hell, it should exist at all school sites, to some degree. It thins out the massive UTLA written 250 page contract to more like eighty pages….and produces, at the school site, the criteria by which A) a teacher agrees to work under, and B) the criteria by which a teacher who isn’t working out can be “asked to leave.”

For instance, last year, my school had 5 teachers that just plain didn’t show up for a single day of school. A few more took radically extended leaves. That’s just not okay. At our school, you agree to show up to eighty percent of the school days, or you are subject to termination. This might seem a bit harsh, but I just broke my leg. By the time the ordeal is done, I will have been absent for maybe ten percent of the school year.

If the teacher has a legitimate reason for being absent, then they are expected to remain involved in the teaching of their class. It is entirely possible to use multimedia to submit lessons, and coaching the sub to run a good class, that’s fine. Heck, I was submitting Powerpoint lessons, with drills, and video lessons while I was out from a broken leg. I’m pretty sure anyone can. (BTW…never a peep from Administration about my dedication in providing Virtual Lessons while in blinding pain. That bugged me. A great deal. Apparently, Admin is “pro freeloader.”)

Also…teachers are required to supervise the area around their classroom. To keep kids behaving in an orderly, non bullying fashion, even when class isn’t in session. Some readers might not know that right now…that isn’t the case.

Those two ideas alone are huge.

I invite you to read the four page draft, below. Apologies in advance…the formatting is a bit dicey, as the document has been translated through several file formats.

Right now, I invite you to look at the content, not the format, True Believer. The ELA is supposed to be a framework for ensuring that the teacher who signs it agrees to fight as hard for students as I do. No more…no less.

Choke on that, UTLA.

Why so hard on UTLA? That Union is trying to block the Official School Proposal from making such an ELA. Meaning, that they simply don’t care whether a teacher fights hard for students, or does the right thing…they only want to protect the number of tenured dues payers they have at their disposal.

Again…for your reading pleasure, the ELA. If something is missing…feel free to comment.

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Western Academy for the 21st Century
Elect to Work Agreement 2011-2012

Western Academy’s mission is to significantly increase the percentage of
students in our ethnically diverse population that are prepared to attend
college, develop career enhancing skills and become productive, thoughtful
citizens of the 21st century.

Our school will guide and mentor students in the construction of habits and
academic skills that will allow them to build a successful future. We labor
toward a curriculum that reaches across academic disciplines, providing dynamic learning experiences, in a small school setting, based upon meaningful, project-based assessments. By providing a safe environment that promotes intensive academic and personal exploration, the tools to build that future are at hand.

As an LAUSD Pilot School, we have been granted increased autonomy, flexibility and responsibility to set forth important changes to ensure student achievement. As a Pilot School, Western Academy’s primary decision-making body will be the Board of Regents, replacing the School Site Council and Shared Decision Making Committee. Our Board of Regents (BOR) will be comprised of administrators, teachers, classified staff, parents, students and community members. The BOR will approve the Elect To Work Agreement, all budgetary decisions, faculty and student schedules, staffing selections, and curriculum decisions. Grievances will be handled according to LAUSD’s Memorandum of Understanding (MOU). Faculty at Western Academy will wholeheartedly support and work diligently to meet the goals set forth in our Mission and Vision statements, supporting the framework from the Partnership for 21st Century Skills. Furthermore, our staff and faculty will work towards developing a true Professional Development Community, working collaboratively with staff, parents and community members to enact progressive education reform at our school.

School Year

The school year at Western Academy for the 21st Century will consist of 180 days of instruction for students. Faculty and staff may be asked to work up to 190 days according to the following schedule:
• Faculty will report for work on designated Pupil Free Days.
• All teachers will participate in Western Academy’s Summer Institute (5 days) as well as the Back to School Convocation (2 days). Three additional days of training may be assigned throughout the year, as voted on by the Board of Regents.
• As part of Western Academy’s emphasis on community building, all teachers will be expected to participate in up to six 2-hour evening/weekend events for parents and families to include conferences, academic celebrations and cultural events.

School Calendar

Our school year will mirror the school calendar of Local District 8. There will
be 180 days of instruction and two pupil free days (at the beginning of each
semester). The regular school day begins at 8:00 and ends at 3:45, with Common Planning Time Thursdays beginning at 8:00 and ending at 2:39.

2011 – 2012 Bell Schedule
Regular Bell Schedule (M, T, W, F)
P1 8:00 – 8:50
P2 8:55 – 9:45
P3 9:50 – 10:40
Lunch 11:35 – 12:05
P5 12:10 – 1:00
P6 1:05 – 1:55
P7 2:00 – 2:50
P8 2:55 – 3:45

Common Planning Time (Th)
P1 8:00 – 8:42
P2 8:47 – 9:29
P3 9:34 – 10:16
P4 10:21 – 11:02
Lunch 11:02 – 11:32
P5 11:37 – 12:19
P6 12:24 – 1:06
P7 1:10 – 1:52
P8 1:57 – 2:39

Salary, Benefits, Seniority, and Membership in Bargaining Unit

Western Academy teachers will continue to accrue seniority within the district. Faculty hired at our school will receive wages and benefits established in the UTLA Collective Bargaining Agreement. Teachers will still be responsible for payment of UTLA dues.

Western Academy teachers may receive supplementary compensation for additional hours worked, leadership duties, and merit pay bonuses. Additional salary may in the form of stipends, coordinatorships and hourly rates as determined by the Board of Regents, based on ancillary funding sources. Extra hours may be necessary and required to complete Western Academy’s goals for student success.

Partnership for 21st Century Skills (P21)

Western Academy has selected the P21 frameworks to guide our curriculum and thematic focus. The P21 focus allows us to build a strong foundation in all the content areas and bring clear relevance to our subjects about subjects being taught. Furthermore, these marketable and socially responsible skills will strengthen our community. Our staff and faculty will also model the development of these important skills as we create a truly progressive and dynamic curriculum.

Professional Learning Community

Western Academy will fully implement the precepts of Professional Learning
Communities (PLC’s), using the framework developed in “Learning by Doing: A Handbook for Professional Learning Communities at Work™”. We will faithfully replicate this program at our school, using these guided principals to inform our instructional policies: Focus on Learning, Create a Collaborative Culture, Develop Collective Inquiry Skills, Learn By Doing, Focus on Continual Improvement, Focus on Results. Our staff will be expected to participate readily in and abide by staff established PLC protocols and policies.

Project Based Learning

Western Academy will promote project-based learning as its core assessment philosophy. Project based learning is by definition student intensive and directed, with an interdisciplinary focus. Using these methods adds meaning to the content learned in each class, and furthermore, replicates the kind of decompartmentalization of knowledge that is sought by employers. Faculty will work collaboratively to develop effective projects, student outcomes and assessment strategies to ensure we meet our mission and vision goals for student success.

Responsibilities

As a faculty member of Western Academy, I understand that I am asked to put students’ needs first – at all times. I agree to work creatively to meet the diverse styles and needs of our student population. I also agree to
wholeheartedly support and work diligently to meet the goals of the Academy’s Mission and Vision statement. I will be an active and thoughtful member of our professional learning community and will employ the curriculum and projects designed by our Curriculum Development and Grade Level Teams. I also agree to spend a minimum of one hour per week in rotating tutorial sessions after school. Furthermore, I will participate in other duties as assigned by the Board of Regents to ensure the proper support of students and the community at large.

Terms of Employment

• The work year: Western Academy is a modified traditional calendar school
• The workday will begin 15 minutes before the start of school and 15 minutes after the ending of school.
• Teachers are expected to devote one hour each week to students who need additional support.
• Teachers are expected to track the progress and establish rapport with their
Advisory students.
• Faculty will contact parents in a timely manner concerning the progress of their students, making suggestions for academic and behavioral support and expressing congratulations on improvements and achievements.
• Teachers are expected to keep records of phone calls and parent meetings.
• Faculty are expected to attend the five-day Summer Institute and the two-day Back-to- School Convocation training sessions. These will be paid days.
• Teachers are expected to attend all Professional Development sessions
throughout the year.
• Professional Development Time and Common Planning Time will be used for curriculum planning and revision, reflection on student learning and progress, student data analysis, and learning new teaching strategies.
• All teachers will work in collaborative Grade Level and Department Teams to develop project based learning assignments and effective means to assess
mastery.
• Teachers will actively participate in a Professional Learning Community, developing effective protocols and policies to assess student learning.
• Teachers will attend a one-hour faculty meeting every month.
• Faculty will research and employ the strategies from the Partnership for 21st Century Skills (P21.org)
• Teachers will attend all parent meetings, conferences, and appropriate SST and IEP meetings for their students.
• Teachers are expected to be involved in one standing committee, ad hoc committee, club or program ensuring distributive leadership.
• Teachers will supervise their immediate areas (up to thirty feet) during
passing periods.
• Teachers are expected to be open-minded, flexible, creative, compassionate and consistently demonstrate these qualities on campus.
• Teachers will maintain excellent attendance, with no less than a 80% absence rate. If staff are unable to attend school, they will ensure quality lessons are available during their absence. This may be grounds for involuntary exiting.
• Teachers will notify the school office manager, when possible, to arrange for a substitute teacher. If this is not possible, teachers will contact the Subfinder system and call the Office Manager as soon as possible on the day of an absence.

Performance Evaluation

Western Academy will use multiple measures to evaluate teacher effectiveness; Administrator observations, teacher portfolios, informal peer reviews, student data, Teacher Goal Reports, and student evaluations. During the first month of school, staff will complete a pre-observation form listing goals, student outcomes and assurances for the school year. Each teacher will meet the Principal for an evaluation conference. Administrators will conduct formal and informal evaluations and peers will conduct informal evaluations throughout the year. A post observation meeting with the Principal to discuss outcomes will follow in the Spring.

Voluntary Transfer, Excessing, and Dismissal

Faculty may voluntarily transfer from Western Academy at the end of the school year, notifying the Principal verbally and in writing by the end of Spring Break. Permanent teachers may unilaterally excess themselves from Western Academy by following the Voluntary Excess timeline set forth annually by LAUSD. Similarly, Western Academy may unilaterally excess you within the Involuntary Excess timeline set forth in the annual LAUSD Staffing Calendar if you do not support and implement our mission and vision goal strategies or meet the terms of employment. In the event of such excessing, permanent teachers will be placed on the system-wide excess list, subject to terms and procedures of the UTLA contract. You are subject to dismissal from LAUSD in accordance with existing law. Additionally, the contract for provisional teachers is limited to one year of employment.

Dispute Resolution

Western Academy has an internal appeals process in accordance with the
LAUSD-ULTA contract. Teachers, with union representation, may appeal any
decision that feel is unwarranted and unjustified.

Signatures

I voluntarily elect to work at the Western Academy for the 21st Century. By
signing this document, I acknowledge that I have read and understand all the provisions of this agreement.
Name (print)_______________________________ Signature_______________________________
Principal’s signature_______________________________ Date_____________________________

At Long Last…a Name!

Yeah…that has been a bit of a bone of contention. For a while, we have been operating from the idea of “name the Pilot School later.” Well, later is here…the proposal is due in nineteen days, so we needed a name.

There were two nominations. I suggested “The Gold Star Academy for the 21st Century.” There were a number of reasons behind the suggestion, that I won’t get into here.

Another team member suggested the “Western Academy for the 21st Century.” Why? We are located on Western Ave., in unincorporated Los Angeles.

A vote among the design team took place. I lost.

Thusly, we shall be the Western Academy for the 21st Century.

Clearly, the not for profit corporation behind it will be called GoldStar. And clearly, the logo for the school will be a Gold Star…not unlike this one.

Kind of like Chuck Norris, on Walker, Texas Ranger

Assessments and School Wide Data…the Draft!

Quickly…

Below is draft of the Assessments and School Wide Data. Please peruse as you see fit, True Believers! The goal was to create a system of testing without reinventing the wheel…that also actually is used to ensure student success, instead of simply failing them.

As the end of the section states…at our school, failure will simply not be an option.

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Assessment and School Data Draft

A. Assessment Philosophy

The assessment process at any school site is predicated on gathering information, and using that information as a means to improve both teaching and student learning. Oftentimes, it can be used to inform the need for student services, or further, for the use of administrative intervention services on behalf of a student. For this to function our expectations must be simultaneously explicit and public, and to do so we must set appropriate criteria, deliver rigorous content based assessments, and ascribe to high standards.

The center of a solid assessment methodology is based upon systematically gathering, analyzing, and interpreting evidence to determine how well performance matches expectations. More importantly, assessment is used by the teacher to find the weak points in their content delivery, and reteach using different methods, so that the students can in fact master the needed content over a reasonable course of time and study. Assessment is the “yardstick” dedicated to continually measuring and improving the quality of content delivery and proving student mastery of that content. Thusly, assessment is not a single high stakes test, but an ongoing cyclical process, which is key to the operation of the school site.

To this end, testing should be both formative and summative, and a fact of the educational process that students are both aware of and unintimidated by. To make this happen, the content area teachers will administer a bi-weekly standards based test, as a diagnostic, so that they may decide whether or not the content is being absorbed well prior to any “high stakes” testing. The Periodic Assessments will be maintained, as a well designed measure of the standards associated with the District pacing plan in the various content areas. Over the years, the Design Team has found the data from these assessments to be of real value in detecting “weak” and “strong” standards, and then subsequently reteaching that content for greater mastery by the student population. Supported by preparatory bi-weekly tests, leading to the CST examinating in May, the overall goal is a high percentage of proficiency for the student population, while maintaining an authentic learning style and real cognitive growth.

In order to achieve the growth that we wish for the student population, while preserving the accountability of the Pilot School System, we must establish numerical goals for measurable increase in student achievement. Currently, Henry Clay has an API of 538, which is simply unacceptable. Huge growth jumps in API are both unprecedented and suspect, however, a reasonable plan for incremental increases suggests a model based upon real content knowledge and higher level thinking. For that reason, students will show academic growth, as follows:

• Achievement of a 600 API within two Academic Years
• On the CST, achieve the state average for proficiency in content areas, at all grade levels.
• A ten percent increase in Culmination rate within two years
• A ten percent increase in RFEP rate within two years.

These measures are as important as the skill building and project based learning methods, as the tangible measure of whether the students are excelling within the context of the state standards, and overall intellectual growth.

B. Autonomy

The use of the Pilot Autonomy here is primarily for flexibility in assessments. At this point, the school chooses to use the Periodic Assessments, as written, but in time, if a better or more accurate tool can be discovered, or generated, we would reserve the right to move over to that more effective measure.

In addition, we will use the autonomies to set different dates for the Periodic Assessments as we continue to utilize them. At this time, the assessments are spaced awkwardly with respect to the pacing plan, and further, with respect to the CST. The goal would be to “re-date” these assessments so that they are more evenly spaced, and more time is provided both for initial teaching of content, and for subsequent reinforcement of “weak” performing standards.

As our calendar will be utilizing the new proposed “early start” calendar under advisement to LAUSD, this will place the CST exam very close to the end of the school year. In terms of Pacing, that suggests that there will be a diagnostic use to the fourth periodic assessment in English, which the staff will vote in their PD as to whether they will administer it.

In addition, in January, the release questions from prior CSTs will be used to create a diagnostic examination administered at the end of January. This examination will provide valuable data as to content that must be retaught, and student response to the high stakes testing environment.

These are measures that use the Testing Autonomy of the Pilot Environment in a way that benefits student achievement, and facilitates the progress toward established academic goals.

C. Student Assessment Plan
The school’s evaluation will be developed to focus on two key points: the development and tracking of student progress toward mastery of standards, and the development of student ownership of their own progress toward those standards. In addition to the student Data systems of ISIS and MyData, classes will also regularly distribute progress information to the students, and update students on their progress in the various District assessments, formative assessments, and summative assessments. Also, a portfolio of student work will be generated by teachers, to illustrate to students and parents progress and growth toward mastery of the standards.

In addition to the CST and the Periodic Assessments, students at our school will engage in bi weekly standards based progress assessments, as well as the authentic, performance based assessments that are directly tied to and integrated into the learning process. Many of these assessments (authentic, project based) will be qualitative in nature, and require a rigorous rubric to be properly scaled. The use of such projects (science fair projects, essays, plays, performance videos, oral presentations, etc.) will require the development of such rubrics, and further, the development of innovative portfolios.

Student’s individualized instruction will in part be based upon an ongoing assessment of this portfolio of work, across the content areas. The portfolios will track the student’s progress toward the mastery of given standards, using multiple measures. Each portfolio will contain both teacher selected and student selected work, in a ration of 60 percent Teacher, 40 percent student selection. Although student work, over time, will become widely differentiated due to the student driven, inquiry based model, the use of standardized rubrics will maintain a consistent grading system of progress for those students, in the portfolio. These rubrics will determine, simply, if a student needs expectations, or does not meet expectations and is thus in need of additional support.

Twice annually, students will run a family conference, explaining their progress to date to their parents, using the portfolio. Teachers will moderate this presentation. Students are expected to self analyze their strengths and challenges, speak about their goals for the future, and plan the strategies that they will implement to achieve those goals.

The portfolios and conferences are dissimilar to standardized tests, in that the presentation of progress through authentic assessment, in real time, has direct and immediate value to the student, and simultaneously establishes an esteem building framework around the accomplishments of that student at the school site. This would later be adapted to the needed skill of resume building and preparing for professional interviews for future job opportunities.
The learning experience ill be deepened in the Advisory that each student has, where students will not only be give academic support, but also given incentives and privileges designed to motivate student achievement. Students who are not making sufficient progress will be placed into an intervention class, in addition to the advisory period. Opportunities for community service through peer tutoring by Proficient and Advanced Students will be offered, as a means of empowering students to look to their friends for assistance, and encourage academic collaboration.

Students will also explore a number of issues in education ranging from study skills to peer pressure and relationships with others. This will be guided by the Advisory curriculum, which is designed to be a method of counseling for student success. Progress toward academic goals, as well as overcoming the above mentioned obstacles, will be a key portion of the individualized monitoring that each Advisory teacher is responsible for. This is vital to supporting the assessment methodology.

D. Assessment Development

The Curriculum Maps attached to the Instructional Plan speak clearly to the plan to deliver content at the proposed school, but do not clearly outline the assessment methods that will be used across the content areas in that time frame. This section will endeavor to outline, albeit briefly, the basic timeline of delivery of assessments, and how in fact those assessments will be delivered.

Project based learning will be commonplace, and ongoing at the school site. In their departments, content area teachers will develop meaningful, authentic projects for delivery using the attached criteria and forms as a guideline. This form of assessment will be ongoing, throughout the academic year, and drive instruction. (See attachments for development forms to be used by teachers.)

Every two weeks, a standards based assessment of 5 to ten questions, very brief, will be administered in content areas. This will cover the prior two weeks of instruction, and is intended as a “progress check” on the student understanding of the standards of that time period. The tests will be developed by the content area (department) and graded by individual teachers. At meetings, the trends in those results will be analyzed, and projects developed to address weak or developing standards areas, and promote student growth using this as a tool.

Quarterly, the District Periodic Assessments will be given. The data from these assessments will be presented to the staff, with a focus on the areas that need work in order to achieve. It will become then, a subject of the advisory to focus effort on the weaker or developing standards, as a school wide initiative across content areas.

Project based assignments will be deposited, by teacher and student, into a portfolio used to track progress. This portfolio will culminate by semester into a presentation by the student, to the parents, on their own progress, using the portfolio as the framework. The student in this matter will be given a rubric to self assess their own progress, with moderation and assistance by the teacher. Rubrics for these projects must be exhaustively developed.

E. Data Collection and Monitoring

The School will construct a Data Team to assemble a system of data collection and analysis that will be used to directly inform instruction in the classroom, and regularly distributed in PD meetings. This data will be based upon a statistical assessment of multiple measures, including but not limited to Periodic Assessments, CST data, and Bi Weekly Progress Tests. In addition, the Data Team will lead Lesson Study for the staff, so that an analysis of the methods that are working, and the less effective pedagogies for the students at hand, can be determined.

CST Data will be collected at the inception of the school year, and interpreted graphically. Presentation of that Data, in a real time, standards based form will be made available to the staff at meetings, in a fashion that is comprehensible. The staff will then be entreated to use that data to make legitimate instructional decisions and modifications, led by the Data Team. Only the ongoing use of this form of data stream can truly inform the teacher of the needed interventions and/or modifications for struggling students or student populations.

The Data Systems are based upon a set of criteria that shape the school. As an internal applicant team, we are a group of successful teachers from LAUSD, supported by Local District 8 in our current endeavors at school. As a result, we currently utilize, heavily, the ISIS system, and more usefully for student analysis and intervention, MyData. Welligent is currently used as our framework for generating and tracking IEPs for the necessary distribution of services to our special education students. It would only be logical to continue using these systems, and of course, when state mandated roll outs of new systems occur (such as CALTIDE and CALPADS), we will participate in those mandates as the systems come online.

As an internal applicant, we also would be using the system of School Report Cards, by LAUSD. This LAUSD School Report Card is a vital reporting method to the parents of our students as to the performance level of the school, and is used by the school and the community to determine the overall achievement level of the school itself. The primary purpose of maintanence of the LAUSD School Report Card is to help parents gain information about the key areas, and thusly become true, effective partners in the scaffolding of student success.

Operational goals and metrics will continue to use LAUSD metrics to measure our operational success, as we are, as previously stated, an internal team. These include NCLB accountabilities and the use of the LAUSD Modified Consent Decree indicators. The Western Academy will establish operational goals and metrics to govern its first five years of operation. These goals and measures will include Teacher retention, Financial Solvency, and Funding Partnerships.

F. Graduation Requirements

At the Western Academy, graduation requirements will be rigorous. Students will be required to pass all academic core classes (English, Math, Science, and History) as well as Physical Education. In the event that students fail a core class, the teacher of that class will work with the Advisory of that student to create a method by which the student may make up the units through independent study, graded by the teacher who conferred the fail.

The goal of this is to model the environment of college and the workplace, where interaction with the authority or employer can provide solutions of multiple modality to resolve the academic conflict.

Prior to any failure, an “at risk” student should be identified by the use of the assessment methodology. In this fashion, failure can be prevented before it occurs, by both interacting with the Advisory to support the student, and by allowing the parent to become involved as an educational partner in establishing the needed commitment.

The Western Academy’s standards are intentionally set high, as we believe that student failure is simply not an option.

Instructional Plan Draft…the whole ticket.

Here’s the raw draft of section two of the proposal, the instructional plan. It hasn’t even been through the spell checker yet.

I’ll point this out…it’s in earlier than the Official School Plan, and they have a ghost writer. Heck…at this point, we are over halfway done.

Comes from being organized.

True Believers…this document is ten pages long, single spaced in MS Word. So if you want to read it, do so…but know in advance, its a long, wordy document.

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Instructional Plan, Draft

2. Curriculum and Instruction

a. Instructional Philosophy:

Our mission is to significantly increase the percentage of students in our ethnically diverse population that are prepared to attend college, develop career enhancing skills and become productive, thoughtful citizens of the 21st century.

Our school will guide and mentor students in the construction of habits and academic skills that will allow them to build a successful future. We labor toward a curriculum that reaches across academic disciplines, providing dynamic learning experiences, in a small school setting, based upon meaningful, project-based assessments. By providing a safe environment that promotes intensive academic and personal exploration, the tools to build that future are at hand.
Our vision is that children leave our middle school with:

• A complement of academic skills — linguistic, mathematical, scientific, artistic, physical and social that will directly foster success in high school, college, and beyond.
• Enhanced development in critical thinking, collaboration, creativity and innovation, and discriminating intellectual skills – which creates a life long desire for knowledge.
• A greater understanding of 21st Century concepts such as global awareness, financial literacy, civic responsibility and environmental literacy.
• Expansive information and communication technology (ICT) literacy
• A strong understanding of graduation requirements from high school and the academic and emotional skills needed to succeed in college and careers.
• High personal expectations for themselves and their future.
• Respect and tolerance for others in our diverse, global community.

We deeply respect the critical partnership which exists between school, parents and community. Teachers will labor hard toward the common goal to which we all strive, the intellectual and social growth of the children with which we are entrusted.

Philosophically, we are dedicated to making a difference in our students’ lives. It is our core belief that this comes from empowerment, which in turn comes from the building of skills. To make a difference in our students’ lives, we must focus on the literacies unique to this century, and make those changing markets our thrust educationally. We must emphasize heavily the type of computer literacy that goes beyond rare access opportunities, and refocus our efforts on a project based learning model that prepares children to enter the workplace of the modern global economy.

Our goal then, is to create a learning environment that is meaningfully project based, and focused in large part upon the context of the future workplace, and future academia. Building the basic framework for study success will lead a student in that direction, while providing the necessary psychological empowerment to facilitate following that path to its logical conclusion. We will endeavor to prepare our students for the problem solving and collaboration needs of these academic and professional environments.

To do so, looking toward the changing nature of our 21st century world, it is necessary to make our students proficient in the art and science of image usage and manipulation, internet searching for useful content, desktop publishing, word processing, and presentation creation with multimedia. These are the skills that transport the core academic matters of Mathematics, History, Science and English into the marketable skills of the modern workplace.

Clearly we must utilize project based learning philosophies in creating a contextualized learning environment that supports the development of critical thinking skills. By diverging away from the Standardized Test driven mentality, to more applicable skills that are career based and problem solving driven. It is the complaint of the various corporate partners that support the 21st Century Skills Model that students are “book smart, but unable to collaborate, communicate, and critically think.” A project based learning environment of collaborative structures would facilitate an improvement in these arenas, and thusly provide greater college and career opportunities for the community of Henry Clay.

The “Achievement Gap”, to which we always speak, could be considered on some level an “opportunity gap.” The students in our area have been consistently neglected by the Local district, and provided with limited opportunity to achieve outside of the context of direct instruction. Further, meaningful access to the multimedia learning and presentation structures of the 21st century have been limited. To remedy this, it is our philosophy to utilize strong pedagogy, based upon the CORE content standards (Nationally adopted), and a “hands on” learning approach that empowers the student. Students would interact to a large degree with the technology of the modern workplace.

The neglect in terms of multimedia and district support is as nothing compared to the neglect of the teachers toward the students. Oftentimes, measures taken by the District are not followed through upon, and the students’ achievement suffers. Furthermore, Clay’s teacher attendance at school is surprisingly poor, with a number of teachers absent for an entire year, or more. Long term subs rotate through the classes, and the students suffer. We are opposed to this, and as a result, the Pilot format, with its Elect to Work agreement is central to our philosophy. Consistent teaching by a true panel of dedicated experts who are reviewed based upon commitment and achievement is the central element in a solid educational program, and we have worked hard at creating a Staffing Policy, Staffing Requirements, and an Elect to Work Agreement that uphold our core values of Content Mastery, Commitment, and Reliability.

Students will take an interdisciplinary, college and high school preparatory curriculum. The goal is to provide them with a solid foundation of both content mastery and critical thinking skills in a variety of disciplines, while contextualizing them to usefulness in their lives. In our demographic, where a small number of students attend university studies, and the rate of passage of the CAHSEE is low, the interdisciplinary program would open the door for College and Careers.

The modern workplace is primarily project based, and not limited to one subject or medium. Cross disciplinary action and development is required, not the compartmentalized knowledge of past eras. In addition, the ability to interact with the changing technologies of the time period, successfully and intellectually is paramount. Too often, the basic facility of the younger generation with technology is mistaken for a higher level of academic mastery. Although most students know how to use e-mail, or start a computer, or even perform a search, there is in fact a limitation in their ability to determine the value of the results of that search. There is a lack of knowledge about plagarism, and the realities of fair usage for academia. It is these issues that are of the highest importance with technology, the ability to use them thoughtfully and critically on a project.

Learning these skills promotes teamwork, communication, creative thinking and decision making, which are all important traits in the competitive environment of colleges and careers. This is the end result of the prep work done in schools, and the heart of our philosophy.

Education Plan

Our school proposes to increase the length of the school day, via the institution of an Advisory system for students, Intervention Classes, and Electives programs, all in direct support of the Core Academic Curriculum. Advisories themselves have shown compelling effectiveness as an intervention for both student achievement and self efficacy, through numerous narrative studies and a few statistical studies (see the NMSA summary of findings, Number 9, attached).

In addition, the implementation of Electives, based upon the empowerment of self directed study and the development of 21st century skills is paramount. The Partnership for 21st Century Skills has become an effective curricular framework adopted by 16 states, and focuses on career, community service, and college readiness. (Citation, p21 materials pending)

The focus is on a small school environment, with educational options for both student and parent. The school day would be an eight period length, with each period being 45 minutes in length. In this fashion, a student that is receiving intervention classes can still profit from the Advisory, and still take an Elective of their choice. By empowering the student and the parent to take control of their own learning, achievement can be shown to increase (Self Regulated Learning and Academic Achievement, Zimmerman, 2001).

Curriculum And Instruction

A. Curriculum Map and Summary

The primary goal of our school is to create exciting, student motivating, project based learning experiences focused on the 21st Century Skills required for career and college. To do so, we will be basing the instructional and pedagogical framework upon the Partnership for 21st Century Skills model (P21) which has been adopted by roughly 30 percent of the United States, but would need to be pioneered here. This model uses an interaction between specific skills, content knowledge, expertise, and literacies to form well rounded and knowledgable student. The Learning Environment for students must be supported by a PLC, or Professional Learning Community, dedicated to the growth of teachers in the service of student needs. This combination has proven to be effective (see attachments), and would best facilitate the use of periodic assessments and CST scores in the use of the Pilot Autonomy to best determine Curricular Choices.

Project based learning is by definition student intensive and directed, with an interdisciplinary focus. Students, then, would b entered into a grade level academic core, which would collaborate to provide meaningful interdisciplinary projects. For example, a science fair project incorporates a non fiction writing component, easily supported by the English teacher, and a historical component easily supported by the History teacher. Using these methods adds meaning to the content learned in each class, and furthermore, replicates the kind of decompartmentalization of knowledge that is sought by employers. (see attachements, p21 model).

Each grade level team is supported by its complementary cores in the other grade levels. Vertical planning then becomes possible, as the prior year’s scores on the CST and periodic assessments would determine areas of skill focus needed for the current teachers to focus on. This method of vertical planning has been shown to be highly effective in making up for student deficits in knowledge, and is an excellent method to continue the progress established by the prior instructors. The sharing of these ideas in the PD, common planning time, and other facets of the PLC is a key reason for the creation of the Professional Learning Community.

An Advisory period for each student, at the beginning or the end of the day, is key to this plan. The Advisory would provide a framework for learning study skills, and also for assisting in the completion of projects with the vital assistance and/or guidance of an educator. A large volume of our student population has challenges in homework completion, as well as a lack of internet research at home. The Advisory would provide much needed scaffolding and support for students in that struggling socio economic demographic.

In addition, a battery of core content supporting electives will be available to students, by choice. Such things would be Geography, Music as Poetry, or Practical Mathematics for Life and Business. This schedule of content based electives in the core curricular areas would provide the students with a large degree of inquiry based, self directed learning opportunities, while simultaneously providing reinforcement of necessary content strands.

The Advisory and the Electives framework, in the P21 model, are the reason for the eight period day, by necessity. In addition, a student who requires an intervention class, such as a double block of English or Math, still gains the advantage of an elective and the Advisory, given that schedule. No student is marginalized by being solely in intervention classes, which can negatively affect motivation, as has been seen at Henry Clay in the past.

The CST exam, and the periodic assessments of LAUSD have been an invaluable tool used by the design team in prior years, to determine the focus of standards based instruction, so they would be continued in the Pilot School format. As a result, the District pacing plan is also a fair guideline to use in developing the curriculum, as the pacing plan attempts to keep pace with the assessments. The scores of the design team, over the past years, on these assessments, clearly indicate a success in using those tools.

Furthermore, our proposed partnership with the Create Now organization would allow opportunities for Community Outreach and Service by the students. Create Now is an arts driven organization, that mentors students who are “at risk”, and is involved in beautification projects such as awareness murals, and music enrichment, such as community performances. Students can create songs for instance, and deal with professional recording studios to produce the music. Dance and choreography are available,

Thusly, the Create Now partnership would allow students to creatively outreach to the community about its issues in a positive way, and perform community service about these issues utilizing the arts to express themselves.

Other Community Service Opportunities exist in Peer Mediation, the Environmental Club, which focuses on improving the environment at school and in the community, and the Garden Organization. The Garden Organization is a club run by Ms. Orpe, that has received numerous grants and recognition, and focuses on the beautification of the school environment and the development of an environmentally aware community of students.

Please see Appendicies for the basic Curriculum, and Maps of such.

B. Track record of proposed Curriculum.

Over the past six years, the design team has used a project based, interdisciplinary work driven model of the Prentice Hall curriculum. Over those years, the design team has consistently outperformed the Henry Clay Middle school, and further, been competitive in scores with the District averages. Statistically, that shows a large degree of success with the students of the school demographic, that is replicatable in that context. (See attachements)

Project based learning, furthermore, has had numerous studies that show that it provides an advantage in learning, and the development of higher level cognitive skills. (see attachments)

Finally, the P21 Framework for the delivery of content to students has been adopted by numerous states (16) since its creation in 2002. Those states’ educational systems are consistently higher rated than those of California, demonstrating that the framework has allowed the other states to exceed our current standards. This statistical gain suggests that it would be the beginning of wisdom to pioneer this framework in California.

Finally, since their inception in 1998, in Boston, Pilot schools with Advisories have shown a large degree of success in using their autonomies to determine content and instructional models. They are now responsible for 10 to 15 percent of the Boston educational system, and consistently exceed the expectations of conventional public schools.

C. Addressing the needs of all students

Allowing for State and Federal Mandates, our school will meet the diverse learning needs of our students in the general (or mainstream) classroom. We will utilize co-planning and teaching, paraprofessional support, peer support, and modifications to the classroom environment, as well as accommodations to the core curriculum where needed, in order to meet student needs. Fully including all students is paramount. That includes, but is not limited to, students with disabilities, English Language Learners, and Advanced Learners, who have their own inclusion challenges. We believe that all students are learners, and deserve the same opportunities for success in careers, their community, and college readiness.

D. Accelerated Learning

Our team has had the privilege of serving the GATE community of HCMS for many years. As a result, the curriculum for those students is backwards planned, with enrichment strategies suggested by the USC Rossler School Of Education GATE seminar, which we attend annually. These methods have been proven to be effective, and dovetail elegantly with the P21 Framework.

Accelerated learners, it is known, require differentiation based upon depth and complexity, that will challenge the minds of such individuals. Specific strategies that facilitate excellence for these students are inquiry driven instruction, thematic connections, problem based learning experiences and authentic assessments. This inquiry driven methodology allows the specific learner to address the content from the perspective of their own diverse gifts and talents, used as a lens.

Examples of an inquiry based methodology include simulations, debates, Socratic seminars, scientific experiments, independently developed research projects and frequent engagement in metacognitive discussion. Gifted students must be regularly engaged in such higher order thinking activities to avoid being bored, and further, to flourish. The thematic nature of interdisciplinary instruction, and the connections made in the P21 framework, best facilitate the discovery of patterns and types of higher order that apply to real world applications.

At risk gifted students will be well served by the Advisory program, which would provide counsel and motivation, to attempt to bring those students back into the fold, so to speak. The team will participate in intervention strategies to motivate the student in a career direction, and focus them on being a positive force in the community. In addition, EL students who are gifted will also be supported by the presence of the Advisory.

E. Instructional Strategies

The key goal in developing student skills is to focus on collaborative, group, and individual learning and study skills for our student body. This, in turn, will improve performance in High School, and further, in their college and career choices. Thusly, the Design Team has decided to focus on certain essential standards, as well as adopting a more student directed, inquiry based system of learning. The P21 Framework, as well as the content area based electives framework, facilitates this to a high degree.

To this end, when the school is formed, the entire staff will need to be trained in the P21 Framework, which could be executed by a partnership. Also, PDs will frequently need to address project based learning, Depth and Complexity of standards, and the use of collaborative teams of students, such as PODS.

Standardization of the educational methods is important, so that students do not feel that knowledge is compartmentalized. The same rules and strategies should transfer from class to class. Staff have agreed to standardize the following skills and strategies, in addition to administration of the CST and Periodic Assessment, and the delivery of the California Standards on a daily basis:

• Organizational and Study Skills will be supported in Advisory and in Content area classes.
• Students will maintain an interactive Notebook for Core Content Areas, allowing the student to receive periodic feedback on their work, completeness, and study skills.
• Cornell Note Taking will be used across content areas, for student note taking.
• SSR (Silent Sustained Reading) will be executed using the internet based Accelerated Reader Program to track progress.
• Classes will be based on a fifty point per week, 1000 points per semester grading system. This will standardize grading milestones, and allow students to better track their progress toward the grade that they desire.

Faculty must focus strongly on the following procedures to facilitate student progress toward their goals of excellence:

• Students and teachers will use academic vocabulary in the classroom environment. Home Languages and Dialects will be respected, and the use of AEMP and SDAIE methodology will be used daily to support the students in progress toward a comfort level with the language of academia.
• Daily serious effort will be made on improving vocabulary and spelling across the content areas.
• Project Based Learning, and the use of Collaborative Groups will be adopted for all content area classes, for a significant percentage of instructional time. Whereas group work or collaborative learning is not always the delivery method needed, it should be used with frequency, on at least a weekly basis, in the classroom. This can take a diversity of shapes.
• Reading Comprehension strategies of Prediction, Questioning, Clarification, Summarization, and Outlining will be used for reading based assignments.
• A diversity of Writing Strategies, and Writing Styles, will be used across the content areas. Multiple paragraph essays will be the norm. Thesis statement generation will be practiced, as it is a key skill in English, History, and Science. Students will learn to cite accurate data from content area text to support claims made in a thesis statement, and correctly expound upon them, as well as make appropriate citations.
• Students will reflect upon content area learning, and be encouraged to seek application to their own lives. They will use appropriate evidence to support their assertions. A strong verbal component ill be applied to these applications of content to philosophical, social, and ethical matters.

Our faculty believes quite strongly that content area standards are interdisciplinary, paramount among them, writing. The English teacher is not the sole distributor of the set of writing skills, and at our school, that will certainly not be the case. The design team has had success in years past by utilizing the writing methods instructed by the English teacher in other classes, such as History and Science, to create meaningful projects in those courses. Thusly, it remains the English teacher’s responsibility to teach the writing process, as defined by Pre-Writing, Drafting, Review, Revision, Redrafting, and Publishing. The English teacher must also be tasked with the instruction in writing numerous multiparagraph essays driven by a thesis statement. Also, the English Teacher is responsible for the introduction of various formats and genres, such as Narrative, Exposition, Description, Research, and Persuasion.

The other teachers will use this framework established by the English teacher to create meaningful written sections for their own class projects. The additional practice in those content areas will support the skill set, as well as providing a rewarding context for the students who use the skills. For instance, the transfer of the writing skills of English Class to the presentation section of a Science Fair project demonstrates to the student the true value of the standards in both classes.

At times, essays will be written “on demand” in timed situations, to simulate the demands of major exams, and High School Essay tests. This is intended to encourage thoughtfulness and logical development in high pressure environments, a key issue in career and college environments.

Students will be strongly supported in the use of proper grammar, vocabulary, syntax, and overall sentence/paragraph structure in all writing assignments, by all teachers.

In addition to writing, oral presentation and participation are vital to the modern workplace and college. Thusly, all students will be given opportunities and support in these areas. They will be required, across content areas, to participate in small group and class discussions, and at times, to lead or mediate such discussions. Also, in group or collaborative work, participation is expected from all members of the student group, tracked in a method such as the PODS method (Ron Klemp).

Research is also a vital component. The ever present nature of the internet has given students access to more information than ever before, but the skill to analyze good information is sorely lacking. Taking that into account, all teachers will focus on the identification of valid Primary and Secondary sources. They will also be shown how to properly execute and document original Internet and Library research, to support any thesis or argument that they might be making. To this end, each content area will have oral presentations based on research, and increasingly complex projects with an oral delivery and research component.

Evaluation and Critical Thinking Skills are vital to the working world and higher education, and need to be a key focus of the instructional program. These habits of mind are a challenge to stimulate, and must be frequently modeled, as well as the opportunities for them provided in a rigorous educational setting. The goal is to create in students a willingness to question, not only the teacher, but the concepts and their own core beliefs. Exposure to other viewpoints, concepts, and cultures, as well as the ability to analyze and evaluate their own ideas as well as others, are paramount to such a Critical Thinking based educational program.

The Advisory is key to inciting the growth of Critical Thinking Skills. By providing safe, supportive environment for the support of inquiry with respect to content areas concepts and projects, the student is encouraged to question. This is supported in a setting that has no negative input, only guidance and direction for the growth of intellectual prowess. Students in the Advisory, as well as class, must assume some level of responsibility for their own learning to facilitate the growth of Critical Thinking skills. That includes asking for help when it is needed, and participation in intellectual discussions in a respectful and logical manner. We offer, through these support methods, a rigorous High School and College Preparatory setting for the diverse student population that we have served, and intend to serve.

To facilitate all of these goals, the Design Team has begun exploring partnerships with various organizations that have a vested interest in the improvement of education as a whole, and our students specifically. Should our school be conferred by the Board, we will first be able to open a partnership with P21, the Partnership for 21st Century Skills. In addition, we have formed a relationship with Create Now, which would provide enrichment in the arts through project based community and school activities. In addition, we would be able to continue the established relationship with Computers for Youth, giving our demographic access to increased computer and internet assets. The California School Garden Network would allow us to grow the existing garden and nutrition programs established by Ms. Orpe of the Design team into a larger, more community affecting entity. First Book, a discount provider for books, will allow us to support literacy in the home through the creation of book clubs for both students and parents. Generation Earth/Tree People, will allow us to expand the existing Environment Club, run by Ms. Horton of the Design Team into a larger, more community influencing environmental project, with their support. Also, Junior Achievement brings together businesses and community figures to educate the students in financial and business literacy. Pillar, A division of the LA Chamber of Commerce, has committed to strengthening the link between businesses and school, which in turn, would strengthen the work force opportunities of the student population. Finally, Project Give, a philanthropic organization that Design Team has already received grants from, and is committed to creating community service projects for middle school students, very much in line with the needs of a Pilot School’s community service obligations.

These are the established relationships that we have been working on, that in turn, dovetail into further opportunities.

To conclude, the modern Academic and Career environments are increasingly challenging, and employers are demanding a different set of skills than mere “test taking” or “book smarts.” In the 21st Century, evaluative and collaborative ability are more important by far than a storehouse of trivia that can be recited on demand. Further, a familiarity with the expanding technologies of computer use, multimedia presentation, and the ability to use and evaluate internet sources are vital to the success of students in the new world that is before us.

Intense training in these areas, from an early age, is vital to the success of our student population, and key in closing the demographic achievement gap. In addition, cultural literacy, outside the scope of simply the neighborhood and the home environment is key to interacting with the diverse population of the increasingly globalized world. To this end, the addition of content electives, and a return to the arts is needed to successfully serve our student population in the achievement of their goals in career, college, and community enrichment. Delivering these concepts, in an individualized fashion for a self directed, inquiry based learning program provides our students with equal access to the content that might be found in any competitive academic institution.

I’ve been working on the instructional plan…and here’s a small part of the draft.

Yup.

The hardest paper I have written in a while. It’s roughly fifteen pages in length, and the PSC 2.0 people have just posted a guideline, or rubric, online. That document basically tells you how the PSC people will judge the quality of your document.

The first part of my instructional plan, the “instructional philosophy,” is wordy and long winded, and not yet suitable for posting. However, there are three brief paragraphs, sort of an introduction to the “Curriculum and Instruction” section, that I’d like to post here in draft form.

Later this week, the rest of the “Curriculum and Instruction” draft will be posted, I hope.

Draft Section:

Education Plan

Our school proposes to increase the length of the school day, via the institution of an Advisory system for students, Intervention Classes, and Electives programs, all in direct support of the Core Academic Curriculum. Advisories themselves have shown compelling effectiveness as an intervention for both student achievement and self efficacy, through numerous narrative studies and a few statistical studies (see the NMSA summary of findings, Number 9, attached).

In addition, the implementation of Electives, based upon the empowerment of self directed study and the development of 21st century skills is paramount. The Partnership for 21st Century Skills has become an effective curricular framework adopted by 16 states, and focuses on career, community service, and college readiness. (Citation, p21 materials pending)

The focus is on a small school environment, with educational options for both student and parent. The school day would be an eight period length, with each period being 45 minutes in length. In this fashion, a student that is receiving intervention classes can still profit from the Advisory, and still take an Elective of their choice. By empowering the student and the parent to take control of their own learning, achievement can be shown to increase (Self Regulated Learning and Academic Achievement, Zimmerman, 2001).

PSC 3.0 released….a couple of days late.

Wow.

In the Public School Choice 2.0 round, which covered my school, 12 schools were “up for grabs” in the bidding process, open to complete reorganization and reform. The PSC 3.0 list, released yesterday (two days late) lists a whopping 43 schools on it.

43. Wow.

The interesting thing to me, as a participant, is this. On the list are the three Elementary schools that feed to my middle school. Seriously? I could have told you in advance, that students were coming to my middle school were not actually prepared for the content of middle school. Apparently, it was finally discovered that the poor performance might have been a result of a poorly executed Elementary education.

In addition, the high school that we feed to is also on the PSC 3.0 list. It makes one wonder why the whole educational block was not intervened with last year.

Don’t take my word for it. Click the lesson here!
PSC 3.0 Article!

About LASDI…a correction.

I have to make a correction. I had previously said, in a post, that LASDI was going to be useful to someone, by running the vote for the Official School Plan to determine their Governance Model. The hope, for the staff, is that they will succeed in generating an ESBMM school.

Well, it turns out that they aren’t running that vote. Apparently, it is a UTLA issue, and so UTLA has to run the vote.

So it turns out that LASDI isn’t all that useful after all. Go figure.

LASDI is useful to someone…just not the Hammer Lane.

Yup.

They are handling the vote for Governance Model for the Official Plan out of our school. That way, an impartial third party manages everything, and there can be no impropriety. Pretty useful, I guess.

Not to teacher led teams of course. Those tools still won’t even talk to us. But at least their earning their keep from someone.

I think. Let’s see how the vote pans out.

Hold it! What is a Governance Model?

Good Question. Remember back in July, when we decided to go Pilot, since the model fit our educational and pedagogical needs? Well, the Official Plan is first deciding, now, whether to go ESBMM or Traditional. I’m being a little unfair here…in that they have a big team, and voting is a chore. But with literally one month left to go before the deadline…that’s a key decision that should have been made.

I want the best for the school…so I hope it goes ESBMM.

If “Traditional” is on that paperwork…it may very well just be thrown into the shredder. Considering that option…I really hope that ESBMM wins in the vote.

PSC Rubric Posted

What’s Rubric?

It isn’t a cube. It is, in fact, the grading criteria used for subjective assignments, like essays.

Today, the PSC 2.0 people posted the criteria by which, arguably, a proposal would be judged. That means, if you were to subtract politics, the grade that a work would receive. Arguably, the highest grade would in fact, win the business.

Hold it! I thought i said the fix was in?

I kind of did. However, I like to have faith in fair competition. Thusly, this is a really useful item. It basically instructs me how to modify sections, like the instructional plan, to have maximum impact. That is VERY powerful.

Unfortunately, I can’t farm that off on a Ghost Writer, like some teams, or LASDI. My team has to go in ourselves, and do the dirty work, like restoring an old Mustang from scratch, with parts by Edelbrock.

I wouldn’t have it any other way.

PSC Update: The Second Chance Parent Meeting, and PSC 3.0

So, two and a half weeks ago, I broke my leg.

Seriously. playing soccer with the boys on campus, I broke my tibia protecting the goal. I finished the game (with a broken leg) and then taught my next two classes. I also held a PSC meeting, and then decided that it was time to go to the ER.

That having been said, I attended the parent meeting for PSC 2.0 by telepresence. I spoke about our purpose, in an opening statement on a giant screen, and spoke about our existing successes with the student population. I went on to talk about our focus on College, Career, and Community Service, which was well received. After that, I told a brief story about a brilliant young woman in my classes, and how her parents asked me if she could go to college someday.

The question angered me, and I told the parents that. It implied that someone had told this wonderful person that she couldn’t go to college, and that was unacceptable. I told her parents, in spanish, that it was my mission to ensure that their girl could go to college. Both the girl, and her parents were awed, and ecstatic.

I told this story to the parents because it is at the emotional heart of what we are after. School should be about opportunity, not the imposition of limits.

Apparently me, and my team, were well received.

Our competition did well. The Official School plan had a solid presentation. Alliance Charter had the most professional. Green Dot was a noted presence.

One bidder, CURE, declined to show up. I wouldn’t vote for them.

Hopefully, our cause has gained ground.

In other news, today, the first of November, was the day that schools for PSC 3.0 were supposed to be announced. These would be the next group of “up for grabs” school sites…to some degree, based on perfomance.

Did the District actually release the school, names?

No.

Why not? Hard to say. It could be organizational…it could be the problems with PSC 2.0. Who can be sure?

Stay tuned true believer. In a matter of days, I will be posting the draft of our instructional plan. At that point, the court of public opinion can give me feedback.