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I. Moving forward A) Assessment of schools and student needs in the central zone

A Broader and Bolder Approach to School Reform in Newark : A Human Capital Development Plan for the City. I. Moving forward A) Assessment of schools and student needs in the central zone. Collect and analyze all existing data related to school and student performance within the central zone

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I. Moving forward A) Assessment of schools and student needs in the central zone

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  1. A Broader and Bolder Approach to School Reform in Newark:A Human Capital Development Plan for the City

  2. I. Moving forwardA) Assessment of schools and student needs in the central zone • Collect and analyze all existing data related to school and student performance within the central zone • Cambridge school assessments • School Net, Data Wise • Determine what additional assessments of programs and interventions are needed • Assess quality of existing programs and interventions • Utilization patterns – who is served, who needs to be served, gaps in service • Interviews with parents, students and staff to solicit perceptions of existing programs and suggestions for new initiatives

  3. II. Leveraging Change A) Data driven staff development • Meetings with site leaders and teacher leaders to analyze data on their students and schools and discuss implications for instruction • Identify areas of focus for interventions • Devise instructional plans based upon data • Devise ongoing professional development plans based upon data • Role of content coaches

  4. C) Summer Institute – targeted participation • Implement professional development institute for August 2010 • Principal’s Institute: Leading for change (possible partners: NPLI, NYU, Wallace Foundation) • Teacher leaders: instructional leadership in content areas, coaching in best practices for literacy development (possible partners: Tatum, Rutgers)

  5. II. Implement Pilot Program: A) 3rd, 8th and 9th grade targeted intervention • Personalization: Establish student profiles/portfolios based upon achievement/attendance • Diagnostic assessments in fall to set individual benchmarks • Determine which samples of student work will be included in portfolio • Support/intervention plan for each student beginning in fall 2010 • APEX – targeted tutoring and mentoring • Freshmen and sophomore seminars

  6. B) Culture change • Student leadership – • classroom (Comprehensive classroom management) • School – leadership councils, town hall meetings • Advisory program – Matching students to academic/social advisors • Brotherhood/SisterSol – Identity development, rites of passage, history and culture • Extra curricular activities • Internships

  7. III. Capacity building plan for the schools • Clarity and cooperation among policy makers about what might be done to support students and schools • Identify community partners for each school in central ward – CBO, hospital, etc. • Development of MOUs to guide cooperation, division of labor, use of space, etc.. • Identify and set priorities in areas where funding is needed

  8. Systems and areas of focus • Workshops and services for parents • Police cooperation with schools on youth support plans • Health services screening and prevention (e.g. dental, heart, diabetes, etc.) • Earl childhood education • “Baby College” for new parents and all teen parents • Rites of passage programs targeted at middle schools • Extended learning opportunities • Arts and culture • Academic support • Sports, robotics, leadership

  9. Building School Capacity

  10. A Student Centered System

  11. The Bolder Approach:Our theory of change • Data driven instruction and school reform • Professional development for teachers focused on student needs • Support systems for students (RTI, early intervention, technology for personalized learning) • Development of new schools and lab schools

  12. District –university partnership • For research and analysis of district data • Rutgers Newark • For teacher training • Bank Street, Montclair, NYU • For curriculum development • Rutgers, NYU – Arts and Sciences

  13. Coordinated services at each school site • Providing school-based services in response to student needs • Case management, health services, etc. • Extended learning through afterschool programs • Quality summer school • Parent education

  14. Economic Development • Development of career academies based upon strategic partnerships between schools and private industry in sectors where growth is anticipated – health careers, bio-tech, “green” jobs • Incubating small business enterprises at schools sites - NFTE

  15. Community Engagement • Disengagement and disenfranchisement contribute to school failure • Schools improve when parents are involved • Parent education and organizing for school involvement and increased support at home • Youth engagement and organizing to develop leadership and responsibility

  16. III. What must be done to improve student achievement and reduce the dropout rate: • Respond in a holistic manner to the needs of a child by understanding: • Health and welfare needs • Social and emotional needs • Developmental challenges • Family and community challenges • Need for employment and college access

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