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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: SHILOH HIGH SCHOOL           Principal: Danyel Dollard

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

Shiloh High School is a safe and inclusive school environment, where we promote student and staff well being through social emotional learning, restorative practices, and collaborative solutions, while prioritizing physical and mental health and self-care. 

  1. Design and implement year-long professional learning menu options to address professional and personal needs and interests of staff (certified and classified) in areas of academic excellence and supportive community aligned with LSPI. Professional learning will be led by local school staff with district support and include a process for evaluating implementation of learning in practice.
  2. Integrate MTSS Tier 1 action team (SEL, PBIS, Restorative practices) to address problems of practice (i.e., staff morale, recognition and celebration, school culture) and collaborate with students, staff, and community to improve them school wide.
  3. Integrate student voice and expand student leadership school wide (i.e. collaboration with adults, class highlights meetings, class attendance campaigns, focus groups, and leadership development within student organizations) 
  4. Create signature SEL practices school wide to improve school culture. 

Educational Effectiveness Survey-Students:

(1B.1, 1B.2, 1B.3) I enjoy coming to this school

Baseline 2023: 36%  Target 2024: 42%

(1B.2, 1B.3) Student success is celebrated at this school.

Baseline 2023: 47%  Target 2024: 54%

(1B,.2, 1B.3) Students are involved in solving problems at this school 

Baseline 2023: 47%  Target 2024: 52%

Educational Effectiveness Survey-Staff:

(1B.1) Our teachers engage in classroom-based professional development activities (peer coaching) that focus on improving instruction.

Baseline 2023: 56%  Target 2024: 61%

(1B.2)When there is a problem in my school, we talk about how to solve it.

Baseline 2023: 61% Target 2024: 68%

(1B.1, 1B3) We are provided training to meet the needs of diverse student population in our school 

Baseline 2023: 75%  Target 2024: 80%


Equity 2.A - Multi-tiered System of Supports

To ensure the academic and non-academic needs of each and every student are being met, Shiloh High School will utilize integrated data and instruction from the MTSS framework to remove barriers to student academic success. 

  1. Establish school wide strategic priority on teaching and learning high-level Tier 1 literacy practices, including professional learning in collaboration with district coaches/staff.
  2. Create and implement a system for progress monitoring MTSS Tier 1 team (academic and non-academic) to review, evaluate, and report progress of students and student groups with staff every 45 days.
  3. Plan and implement extended learning time opportunities after school and interventions during the school day to address the academic performance and socio-emotional needs of students.
  4. Create opportunities for new teachers to engage in peer observation and feedback cycles to enhance Tier 1 instruction.
  5. Utilize Tactical Time as an intervention for targeted instruction to improve academic learning for students and to promote Portrait of a Graduate competencies and positive behaviors. 
  6. Increase opportunities for small group, targeted instruction which supports the effective implementation of the MTSS process and/or provide additional interventions and supports to students.

Universal Screener


Baseline 2023: 60% students performed at Tier 3 on iReady in literacy comprehension

Target 2024 - MAP Universal Screener Target - 90%

Student Improvement: Percent Proficient and Distinguished on Milestones

Baseline 2023 Target 2024
US History - 21% US History 40%
American Literature - 27% American Literature - 40%
Biology - 27% Biology - 40%
Algebra I - 23% Algebra I - 35%


Staff Improvement:

(2A) Our staff believes that all students can meet state standards.

Baseline 2023: 61%   Target 2024: 70%

Equity 2.B - Opportunity and Access

Shiloh High School wants to challenge and expand student engagement in high-quality, rigorous, and culturally relevant curriculum, advanced coursework, and enrichment activities through diverse representation in Gifted and Talented programs. 

Shiloh High School aims to decrease and eliminate disproportionate representation of Hispanic and Black/African American students in ISS and OSS.

Shiloh High School will establish a school wide strategic priority for collaboration, with a data-driven and student-centered collaboration on how students are being served.

  1. Continue cluster vertical collaboration in academic areas, including math and science, to strengthen access, opportunity and readiness for each learner at each grade level to engage in rigorous coursework at levels proficient and above. 
  2. Create a Shiloh HS vertical system to review academic barriers, challenges, and potential across departments to increase entry points for Advanced Placement, International Baccalaureate, gifted, and academy pathways for student acceleration, enrichment, advancement, and intervention and facilitate data conversations with stakeholders. 
  3. Design and implement clear, cohesive school wide system for reassessment and mastery grading aligned with the district to support the learning needs of each and every student.
  4. Recruit and expand student leadership, agency and potential to include academically and behaviorally underrepresented students in both academic and non-academic programs.
  5. Provide staff training on restorative practices to reduce minor and repetitive incident infractions, monitor use of restorative practices in MTSS workflow and effectiveness against disciplinary dashboard. 

Educational Effectiveness Survey: Instructional Staff

(2B.2) Assessment data are used to identify students needs and appropriate instructional intervention.

Baseline 2023: 73%  Target 2024: 78%

7.3% Honors/Gifted enrollments     Target 12%

4.4% AP enrollments                        Target 10%

1.9% IB enrollments                          Target 5%

 .2% Dual enrollments                       Target 2%

9th grade Baseline promotion/on-track 2023: 60%

9th grade Target promotion/on-track 2024: 85%

GCPS Disciplinary Dashboard Incidents

Baseline 2023: ISS-11%, OSS-9%, Tribunal-2.9%

Target 2024: ISS-6%, OSS-5%, Tribunal-1%


Effectiveness 3.B - Talent Management

Shiloh High School aims to transform human resources function into a strategic talent management organization that supports educators and staff to achievement district goals through high-level collaboration as a school level priority.

  1. Develop and implement a common collaborative practices for all collaborative learning teams (core, academy, supportive community, clerical, families and community) to reduce variance in practice and communicating information. 
  2. Create and monitor a leadership academy cohort for teachers led by Shiloh leaders with support of district leadership to strengthen purpose and practices for leading learning and leading community in school improvement. 
  3. Refine Shiloh Leadership Team into a data-driven collaborative community of leadership with capacity to redeliver learning, lead improvement, engage students and families to bridge school and family engagement with school improvement.
  4. Create a new teacher program designed to meet the needs of first-year teachers and new-to-Shiloh teachers with intentional supports for readiness, progress, and retention. New teacher program will include supports for second-year SHS teachers. 


Target 2023 S1 District Assessment: <50% students performing at Beginning achievement level

Target 2024 S2 District Assessment: <40% students performing at Beginning achievement level 

(3B)My principal collaborates with people and organizations outside of school to support teachers and students.

Baseline 2023: 80%  Target 2024: 87%

(3B)There is a willingness to address conflict in this school.

Baseline 2023: 63%  Target 2024: 68%

Excellence 4.B - Postsecondary and Workforce Readiness

Shiloh High School will prepare each and every student for postsecondary and workforce readiness so that they have multiple pathways to success based on their demonstrated knowledge, skills, abilities, and interests. Shiloh High School will prioritize literacy, collaboration, and communication as priorities school wide in support excellence. 

  1. Develop a school wide Portrait of a Graduate campaign, branding, and communication for students, staff, families and community.
  2. Embed Portrait of a Graduate learning across content areas and in collaboration with family and community engagements (teachers, POL, administrators, counselors) 
  3. Increase student and staff recognition in achievement and effectiveness in learning and development of Portrait of a Graduate competencies each month.
  4. Refine academy, core, and beyond the core collaborative opportunities (i.e. faculty learning meetings and academy meetings) to design and strengthen support Portrait of a Graduate competencies 

Percent of students on track at each grade level, 9-12

Baseline 2023-Graduation: 81%

Baseline Cohorts 2023-2024: 10th-60% (Target 85%), 11th-59% (Target 80%), 12th-59% (Target 95%)

Educational Effectiveness Survey:

I know I will graduate from high school

Baseline 2023: 82%  Target: 90%

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

Baseline 2023: 51%  Target: 70%


Family Engagement/Building Parent Capacity -

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

  1. Create and implement signature SEL practices in family and community engagement events to enhance sense of belonging and inclusion of our partners.
  2. Develop a communication plan for departments to utilize Parent Square as a two-way communication tool to improve reach and response from families and community with 70% engagement or greater.
  3. Parent Outreach Liaison will lead Potential to Promise, a Portrait of a Graduate partnership with families and community to explore current LSPI goals, school initiatives and progress, student representation in programs, in learning about Shiloh HS's continuous progress towards improvement.
  4. Design family and community engagement experiences with topics which may include non-academic learning and input on student safety, belonging, and empathy; social action and community contribution; and supportive community/PBIS/SEL and supporting the whole learner.
  5. Design family and community collaboration and input academically centered in areas such as course credits and graduation, CTAE pathways and academies, course registration decision-making, literacy, and core learning with embedded learning about Portrait of a Graduate competencies. 

Educational Effectiveness Survey - Families

This school communications effectively with my family.

Baseline 2023: 67%  Target 2024: 75%

I am informed about progress toward improvement goals of this school.

Baseline 2023: 63%  Target 2024: 70%