T enSquare Presentation for the RFP for the School District of the - - PowerPoint PPT Presentation

Presentation for the RFP for the School District of the City of York

8/13/2014

T enSquare

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T enSquare Background

▪ T enSquare is a national education management fjrm

• perating in six states and the District of Columbia. Our

education practice focuses on:

– school restructuring and improvement initiatives; – strategic planning and performance management with school boards; – organizational assessment and high stakes charter reviews/renewal; – executive recruitment and general operational support.

▪ Our charter school real estate practice includes facility acquisition, fjnancing, development and management.

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T enSquare Background

▪ T enSquare Leadership T eam for York

– Josh Kern, Co-Founder, Managing Member – Katie Herman, Principal – Alexandra Pardo, Executive Director of Thurgood Marshall Academy Public Charter High School – Doug Mesecar, Senior Consultant – Ethan Mitnick, School Improvement T eam Lead

▪ All T enSquare team members bring expertise from top tier schools and networks from across the country. ▪ We work – and achieve breakthrough results – with high poverty urban schools with histories of serious underachievement.

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T enSquare Results

▪ T enSquare’s team has shown dramatic results in public charter schools for almost fjfteen years, starting with the Thurgood Marshall Academy Public Charter School:

– T enSquare Managing Member, Josh Kern, co-founded and served as Executive Director of Thurgood Marshall Academy Public Charter High School (TMA) from 2000 until 2011. Katie Herman, T enSquare principal and head of the school improvement practice, served as a senior leader of TMA from 2001 - 2008, and then served on the Board of Trustees until 2014. – TMA is now among the highest performing, open enrollment public high schools (district and charter) in the District of Columbia. – Alexandra Pardo continues the success at TMA.

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Results – IDEA Public Charter School

▪ Partnership years: February 2012 to June 2014 ▪ Lead school turnaround partner, reporting to Board of T rustees Restructuring Committee; Managed all elements of performance on DC’s Performance Management Framework ▪ Unprecedented turnaround of a public charter high school with 30 point single year gains in state exam profjciency

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ELA Math

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10 30 50 70

IDEA Public Charter School DC CAS Results (High School)

2011-12_x000d_Pre- T enSquare 2012- 13_x000d_Post- T enSquare 2013- 14_x000d_Post- T enSquare ELA Math 20 40 60 80

IDEA Public Charter School DC CAS Results (Middle School)

2011-12_x000d_Pre- T enSquare 2012-13_x000d_Post- T enSquare

Results – Imagine Hope PCS, Lamond Campus

▪ Partnership year: November 2013 to June 2014 ▪ Led restructuring efgorts that included Leadership coaching; Performance management; Program re-design; High-impact instructional coaching for teachers; Data-driven instructional planning ▪ Highest gains in profjciency over one year than any other public school in the District of Columbia

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ELA Math 10 20 30 40 50 60 70

Imagine Hope-Lamond PCS DC CAS Results

2012-13_x000d_Pre- T enSquare 2013-14_x000d_Post- T enSquare

Results – William E. Doar Jr. PCS

▪ Partnership years: July to June 2014 ▪ Strategic advisor to Executive Director in SY 12; Recruited new teachers and administrators in SY 12 &13; and then led comprehensive turnaround initiative in SY 14 ▪ Led an intensive school restructuring efgort from January through June 2014. State profjciency increased by almost 12% in math, and although the composite score in ELA dipped by 1.5%, profjciency increased in four out of six of the tested grades.

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ELA Math 10 20 30 40 50 60 70

WEDJ Public Charter School DC CAS Results

2012-13_x000d_Pre- T enSquare 2013-14_x000d_Post- T enSquare

T enSquare’s Approach to T urnaround

▪ Key Principles:

– We provide an independent, critical eye – We use lessons learned from our proven,

• n-the-ground operating of schools

– We prioritize interventions within the accountability framework (SPP) – Not a “one-size-fjts-all” approach; we customize based on an audit of academic program, school culture, leadership, and operations – We aim to build capacity and self- suffjciency in schools

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Schoo l Audit

Int er- ven tion s

Setting the Stage for Success

▪ In the year before full implementation, we conduct comprehensive audits across 4 major areas:

– Academics – School Culture – Leadership – Operations

▪ Build local partnerships and alliances ▪ Begin recruiting for leadership, stafg and students ▪ Launch Leadership Institute

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Key Areas of Focus of T enSquare T urnaround Work

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• Academics
• School Culture
• Leadership
• Operations

Academic T urnaround Characteristics

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▪ Intensive teacher coaching ▪ High quality, rigorous ELA and Math anchor curriculum ▪ Intensive PD for teachers with an initial focus on ELA and Math best practices ▪ Maximized inclusion and individualization, and high- impact intervention for Special Education students and English Language Learners ▪ T eachers collaborate in grade level teams (PLCs) ▪ Core academic frameworks in ELA and Math

School Culture T urnaround Characteristics

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▪ Culture of Achievement – celebrating student learning ▪ Tiered Positive Behavior Intervention Supports ▪ Focus on college and career ▪ Thoughtful parent engagement ▪ Use of common language and common approach school-wide ▪ Use of data to make informed decisions

Leadership T urnaround Characteristics

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▪ Leadership coaching and support with prioritization and goal-setting ▪ Leadership Institute ▪ Putting students fjrst ▪ Clear system for performance management ▪ Clear division of labor: Academics, Culture, Operations

Operations (non-Instructional) Characteristics

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▪ T argeted recruitment to hire and retain the best teachers ▪ Efgective SIS and dashboard to track data over time ▪ Stay within per-pupil allotments ▪ Operations stafg allow academic team to focus on academics

Measuring Progress

▪ Clear, ambitious goals

– 5 year increases on SPP ranging from 19-30 points – In addition to Keystone and PSSA, track progress on internal assessments:

▪ Reading levels ▪ T eacher growth ▪ Sub-group performance ▪ 4 and 5 year graduation rates, college acceptance rates, persistence rates ▪ Surveys for parents, stafg and students

– Use of a quarterly dashboard to measure progress towards goals – Frequent data meetings with leadership team and stafg to analyze data, identify intervention needs, share efgective teaching methods

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Building Community Partnership

▪ Community partnership and involvement have been critical to

• ur success.

▪ We plan to launch a concerted efgort to partner with key stakeholders, such as community organizations, colleges and universities, local businesses, foundations and elected offjcials. ▪ Build alliances prior to starting in 2015-16. ▪ The input and support of the community is essential to the success of this proposal and the schools in this district. Through both formal and informal means, T enSquare will seek input and advice and incorporate the feedback where possible and appropriate.

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Closing

• York is starting perhaps the most critically important efgort to revitalize

its schools and community it has ever undertaken. There could be nothing more important to the families in the community, the local economy and most importantly, the lives of the children who are born and raised in York.

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enSquare exists to address the problems plaguing education in under resourced schools and communities so all children have a real chance at achieving lifelong success.

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enSquare is uniquely qualifjed to take over and turnaround the schools in York. Our track record of success with schools in similar situations is unparalleled.

• York can and will be a model for other small urban school districts!

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