Student and staff wellbeing are the foundation of a successful school.  This component of empathy ensures that others understand the feelings of another person and allow that person to place themselves in the other’s position.  This is the entry point in creating a culture where staff and students feel a sense of belonging and safety. In this, it is critical to promote student and staff wellbeing through prioritizing self-care, physical and mental health, and social emotional learning.

1. Ensure pervasive implementation of community circles
2. Align coach support (internal or external) with teachers in need of classroom management support
3. Align community circles, SEL, and PBIS (positive behavior interventions and supports) to ensure that students gain skills in this area and are part of a supportive community 
4. Capitalize on school-wide theme of Cultivating Connections to ensure a sense of belonging among our Baggett families, staff, and students
5. Increase positive teacher recognition through various initiatives
6. Establish small groups for staff members who have common interests in order to generate bonds beyond the workplace
7. Increase extracurricular offerings to further develop a sense of belonging

Key Performance Indicators (KPI) - Student Survey – Improved average performance across the following questions:

1. I feel safe at school

2. I enjoy coming to this school

3. I am hopeful about my future

4. I can calm myself down when I am excited or upset

Baseline - 51.75%, Target - 54%

KPI – Staff Support – Improved average performance across the following questions:

1. When there is a problem in my school, we talk about how to solve it

2. My principal/administrator cares about me as a person

3. My principal facilitates systems/processes to support school improvement;

4. Support from my principal/supervisor leads to progress on instructional improvement (or professional growth)

Baseline - 84% , Target - 85%

In order to ensure the success of each and every student, we need to continue our work to redesign a comprehensive framework to fully operationalize a multi-tiered system of supports.  Such a redesign will address academic and non-academic student needs, remove barriers to success and reduce educational inequity, providing students and staff with targeted supports and enrichment that increase opportunities to succeed.

1. Continue implementation of Baggett's Multi-tiered System of Supports (MTSS) plan to address student academic and non-academic needs and opportunities
2. Provide staff additional professional development on Baggett's implementation plan for the MTSS
3. Increase effectiveness of data talks with individual and small groups of teachers to ensure student progress and support
4. Closely monitor student progress through teacher gradebooks to ensure student progress
5. Provide additional professional development to teachers throughout the school year on meeting the needs of our multi-language learners

KPI Student improvement.  Reducing inequity and seeing the success of each and every student entails an overall reduction in the students scoring at the beginning level on the Georgia Milestones Assessment System (GMAS) - English Language Arts section 

Baseline - 38% beginning

Target - 35% beginning

KPI - Multi-Language Learning (MLL) Progress towards Language Proficiency.  With 49% of our current student population qualifying and receiving English for Speakers of Other Languages (MLL) services, this subgroup is a critical component to our school’s success.  In this, we are looking to increase our ELL students’ progress toward language proficiency.

Baseline - 70%

Target - 72% 

In a school where poverty is a significant factor, it is critical to ensure that our students have the same opportunities and access to rich educational experiences as others.  To accomplish this, we must expand student opportunities to engage in and have access to high quality, rigorous, and culturally relevant curriculum, advanced coursework and enrichment activities.

1. Increase support for students who qualified for the gifted program through additional pull-out/push-in services
2. Adopt Expeditionary Learning's (EL) literacy program to support reading comprehension 
3. Continue use of Wilson Fundations as a Tier I support for reading phonetics/decoding
4. Continue progress toward STEAM certification with State of Georgia Department of Education
5. Expand STEAM resources to ensure hands-on, active learning for all students.  
6. Provide additional professional development to classroom teachers who work closely with students who have qualified for the gifted program in order to grow capacity
7. Continue to expand after school enrichment extended learning offerings for students to support core content knowledge in literacy, math, and science 
8. Provide student access to quality core content support and differentiated instruction through various online applications

Key Performance Indicator (KPI) - We believe that giftedness and poverty are two separate measures and should not be related.  We know that the gifted students are here and that identification is dependent upon building a successful pipeline. We are seeking to increase the percentage of gifted qualified students

Baseline - 7%

Target - 9%

KPI - Building a supportive community and reaching each and every means supporting those in need outside of the academic realm and engaging students in high-quality education experiences.  In this, we intend to reduce the number of students who receive an In-School Suspension (ISS) or Out-of-School Suspension (OSS) as a result of a major disciplinary rule violation.

Baseline - 17 students

Target - 14 students

In order to respond to the diverse needs of a growing community, we must continue our work to redesign the Results-Based Evaluation System (RBES).  We will accomplish this by redefining the inputs, behaviors, and outcomes that determine the standards for student success.

1. Increase the frequency of our learning walks to ensure implementation with fidelity of our literacy program, new math standards, and STEAM integration
2. Ensure that each teacher has an opportunity to benefit from instructional coaching through coaching cycles.
3. Develop program for peer observations including observations of Discovery (specials) teachers
4. Increase release time for teachers to plan instruction
5. Increase the use of data in CLTs to both reflect on and drive instruction
6. Lay groundwork for a future Baggett Leadership Academy

Key Performance Indicator - 

Improved performance on GMAS - Language Arts Section by reducing the % of students scoring in the beginning range while increasing the percentage of students scoring in the proficient/distinguished ranges at each grade level - 3rd-5th grade.

Being the preferred education destination is not only something that the district is striving for.  Rather, Baggett Elementary School is looking to be the first choice of students and families for excellent schools and the employer of choice for educators and staff to fulfill their careers. Doing so, requires us to engage parents.  Despite the fact that we are a newer school, we have a clear and innovative vision and mission and the programs and resources to make the vision a reality.

1. Improve/increase communication with our community by engaging parents through Parent Square, S'more, podcasts, school website, phone calls, and videos
2. Develop an annual calendar of events for families
3. Cultivate a community among staff while focusing on staff wellbeing through small group interests outside of school
4. Engage parents by expanding class offerings for parents through our Family Center
5. Expand PTA involvement and leadership within the organization
6. Continue to expand after school enrichment extended learning offerings for students to support core content knowledge in literacy, math, and science 
7. Develop marketing materials to support awareness of school focus, efforts, and success
8. Increase staff participation in school events

Key Performance Indicator - Receiving family feedback is critical to understanding their thoughts about our performance.  In this, we are looking to increase the Family Participation on the Family Survey.

Baseline - 91 families

Target - 110 families

KPI - Student Satisfaction - Overall average improvement on the following questions on the Student Survey:

1. Adults in this school help me plan and set goals for my future

2. Work I do in this school is useful and interesting to me

3. This school is doing a good job of preparing me to succeed in my life

Baseline - 54.67%

Target - 57%.  

Results from the student survey indicate an overall average score across these three questions of 54.67%.  This data indicates improvement above the desired target. 

We will build our parents' capacity to support their children's academic achievement by implementing the activities identified in The Plan/The Promise.

1. Improve/increase communication with our community by engaging parents through Parent Square, S'more, podcasts, school website, phone calls, and videos
2. Develop an annual calendar of events for families
3. Engage parents by expanding class offerings for parents through our Family Center
4. Expand PTA involvement and leadership within the organization
5. Schedule events throughout the school year that build parent capacity in terms of how they can best take action at home to support the growth and development of their students.
6. Develop marketing materials to support awareness of school focus, efforts, and success

Key Performance Indicator - Receiving family feedback is critical to understanding their thoughts about our performance.  In this, we are looking to increase the Family Participation on the Family Survey.

Baseline - 91 families

Target - 110 families