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Accountability and flexibility are hallmarks of Gwinnett County Public Schools' success. Key to that success is ensuring that each school community understands the progress being made by its schools, as well as what plans will drive improvement. Each school creates a collaborative Local School Plan for Improvement (LSPI) to increase student achievement results, with targeted goals based on the four strategic priorities within the district’s Blueprint for the Future: Empathy, Equity, Effectiveness, and Excellence. All schools across the district will focus on goals 2A- Multi-tiered Systems of Support and 2B- Opportunity and Access. Additionally, schools are required to select one goal from each of the other strategic priorities. LSPI goals are dynamic, like our schools, and are updated to reflect changes that occur in schools. Multiple data points are used to determine areas needing improvement and to identify specific, measurable, annual objectives. Schools then determine how to use research-based strategies to achieve these goals, using flexibility as needed. The LSPI development process involves teachers, parents, students, and community members, so the entire school community has the opportunity to be involved in conversations about school improvement.

 

2023 - 2024 Local School Plan for Improvement (LSPI)


School: GIVE WEST           Principal: Kelly A Walter
District Strategic Priorities/Goals Rationale Action Steps
(Implementation Design)		 How will you measure growth?
Growth Factors (Baseline & Targets)
Empathy 1.B - Staff and Student Well Being

In order to ensure that we place each staff member and student in an environment that helps them reach their full potential, knowing that students enter and leave our building at various times of the school year, we must prioritize self-care, physical and mental health, and social emotional learning

 

  1. Implementation of Innovation Education Grant.
  2. Continue development of home-based and ISS to Achieve and Restore programs.
  3. Shared Leadership & Student Advisory Committee.
  4. Principal’s Corner for Staff.
  5. Wellness Room for students and contracted counselors for student support.
  6. Implementation of Wellness Wednesdays for staff.
  7.  Increased implementation of the GIVE West Affective Skills Class.

1. Survey results

2. IEF Grant

3. Agendas

4. Discipline Data
Equity 2.A - Multi-tiered System of Supports

In order to ensure that all students are at the center of the learning process, we will prioritize and grow our interventions to support students both academically and socially.

  1. All students will make gains in graduation plans.
  2. Implementation of IEF Grant
  3. Overhaul of registration and exit processes.
  4. Implementing the I-Ready & Map Test and using testing data to influence teaching.
  5. Contracted mental health supports.
  6. Continuation of Behavior Support Team

1. Students credit attainment tracking program will be developed.

 

2. Surveys data from parents and student involved with IEF program. 

 

3. Surveys from registration and exit interviews.

 

4. Results from I-Ready and Map testing.

 

5. Social worker and mental health consultants’ report.

 
Equity 2.B - Opportunity and Access

We will focus on direct ways to ensure that we offer equity in class offerings, planning for the future, and discipline disproportionality, by offering classes that appeal to different types of learners, encouraging college preparatory tests, and studying discipline trends.

  1. Increase students’ credit attainment, offer credit recovery and course recovery options by providing extended learning time opportunities.
  2. Offer collaborative learning and professional development opportunities focused on strategies to improve students' performance in Algebra 1.
  3. Use of CSI funded social worker in support of an increase in the graduation rate and improvement of student performance in Algebra 1.
  4. Adding of CTAE classes
  5. SAT/ACT Participation
  6. Discipline Proportionality

1. Percentage of students taking CTAE courses.

2. Percentage of students taking SAT/ACT.

3. Percentage of students regarding ISS/OSS/Referrals/Tribunal
Effectiveness 3.B - Talent Management

We will ensure that we recruit great teachers and staff, help them develop as professionals, and retain them year to year with the purpose of offering a unique therapeutic environment for the growth of our students.

  1. Reimaging School Based Professional Development
  2. Look for outside resources to expand teachers’ understanding of post pandemic students and their needs
  3.  Work with district recruitment coaches for all aspects of hiring and sustaining teachers.

1. Teacher Survey Results

2. Teacher and Staff Retainment 
Excellence 4.C - World-Class Communication and Engagement

We will grow our outreach to parents through a variety of methods with the ultimate target of developing learning partnerships with all families and leveraging those partnerships for social and academic growth.  
  1. Develop a communication plan with feeder schools
  2. Title I meetings, Innovation Education Grant and informational resources and materials
  3. Family support via Innovation Education grant
  4.   Increase Mentorship Program
  5. Build out parents' capacity to support their children's academic achievement by implementingfamily engagement activities identified in the Plan/Promise.
  6. Provide Title 1 information and opportunites for parents to partner with the school to increase their understanding and invovlement in decision-making, regarding their child's education.
  7. Increse two-way communication between parents and teachers through progress reports, parent newletters, parent conferences, emails and Parent Square. 

1. Increase in feeder school participation in exit interviews.

2. Surveys from parents and feeder schools.

3. Students' academic, discipline and attendance data.