Executive Summary. Natchez-Adams School District. Dr. Frederick O Hill, Superintendent 10 Homochitto St Natchez, MS

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1 Dr. Frederick O Hill, Superintendent 10 Homochitto St Natchez, MS Document Generated On March 26, 2013

2 TABLE OF CONTENTS Introduction 1 Description of the School System 2 System's Purpose 3 Notable Achievements and Areas of Improvement 5 Additional Information 6

3 Introduction Every school system has its own story to tell. The context in which teaching and learning takes place influences the processes and procedures by which the school system makes decisions around curriculum, instruction, and assessment. The context also impacts the way a school system stays faithful to its vision. Many factors contribute to the overall narrative such as an identification of stakeholders, a description of stakeholder engagement, the trends and issues affecting the school system, and the kinds of programs and services that a school system implements to support student learning. The purpose of the Executive Summary (ES) is to provide a school system with an opportunity to describe in narrative form the strengths and challenges it encounters. By doing so, the public and members of the community will have a more complete picture of how the school system perceives itself and the process of self-reflection for continuous improvement. This summary is structured for the school system to reflect on how it provides teaching and learning on a day to day basis. Page 1

4 Description of the School System Describe the school system's size, community/communities, location, and changes it has experienced in the last three years. Include demographic information about the students, staff, and community at large. What unique features and challenges are associated with the community/communities the school system serves? Vision Great Students, Great Schools, Great Communities Mission The mission of the is to educate all students to succeed in the 21st Century. Goals Increased student achievement Safe school climate Positive educational experience Sound financial balance Demographic Profile Natchez, Mississippi is located in the southwest corner of Mississippi along the Mississippi River between Vicksburg, MS and Baton Rouge, LA. The has an appointed five-member board as stipulated in Mississippi Code Three members are appointed by the Natchez Board of Aldermen and two members by the Adams County Board of Supervisors. The superintendent is appointed by the board. The Natchez Adams School District is comprised of three elementary schools, one middle school, one high school, a career and technology center, and an alternative school. In the school year, the district's enrollment is approximately Enrollment at the elementary schools has fluctuated more than usual during the current school year possibly due to district reorganization which took place in May The three schools which housed only two grade levels each now have grades K-5. The previous 5th and 6th grade school now houses grades 6-8. In addition to being a K-5 school, McLaurin houses pre-k students. Approximately 90 percent of the student population is African American, 9 percent white, and 1 percent Hispanic and others. Grade configuration for Natchez High School, grades 9-12 did not change. However, there is now a Ninth Grade Academy on the campus. Fallin Career and Technology Center is a component of Natchez High School. Central Alternative School serves students in grades 7-12 from the Middle School and Natchez High School. Approximately 93 percent of our students receive free or reduced meals. The district is one of the largest employers in Adams County. The employs 778 people of which 304 are comprised of certified staff. A unique feature of our district is that we are technology rich. We have Promethean boards in almost all K-8 classrooms, each school has one to three up-to-date computer labs, and students have access to several web-based software programs which they use at school as well as at home. One of the greatest challenges for our district is number of students who come from single parent homes and homes with parents who have not completed high school. These factors often contribute to parents working two or more jobs to make ends meet and lack of time for parental involvement due to their work schedules of lack of value for education. The district has been very successful in ensuring that each school has a parent resource center that is manned by a parent liaison. Page 2

5 System's Purpose Provide the school system's purpose statement and ancillary content such as mission, vision, values, and/or beliefs. Describe how the school system embodies its purpose through its program offerings and expectations for students. The mission statement is posted throughout the district in classrooms, administrative offices, the media centers and cafeterias as a reminder of how we conduct business. The mission statement is also communicated through the district/school websites, district/school letterhead, district report card, school profile, school publications and other communications from the district. The mission statement may be found in the School Improvement Plan and is the guiding statement when developing goals and identifying school wide improvement initiatives and curriculum. The vision is reviewed every five years by all stakeholders to ensure it goes along with the ongoing school improvement planning process and that it reflects directly on student performance. The Superintendent's Advisory Council supports the work of the administration and faculty in the annual development and updating of the School Improvement Plan. Input is solicited from the Superintendent and Parent Advisory Councils during monthly meetings and from other stakeholders through the website, professional development meetings, administrators meetings, and parent meetings. The district also works to establish goals to advance our mission by regularly evaluating the data of our students and schools. At the beginning of the year, teachers meet with administration for the sole purpose of reviewing current and longitudinal school wide data. Teachers are asked to look at specific pieces of data and brainstorm reasons the data may look as it does and ideas for ways to improve. In deparmental or grade level meetings, groups of teachers collaboratively discuss data findings. Administrators also provide clarifying information in any areas that may cause confusion in how the data is gathered and/or reported. In the last few years NASD has made tremendous strides in using students' information and data, specifically from formative and summative assessments, to evaluate the effectiveness of the classroom instruction, inform teachers and identify needs and areas designated for improvement to enhance student mastery of content. Progress reports are sent every three weeks of each grading period to inform and include parents of students' classroom performance and to enable teachers to set up strategies and conferences with parents especially with students at risk of failure. If a student is failing or struggling with the content or other related problems, parents are called, sent letters and interventions are initiated. We have a teacher support team (TST) which identifies students at risk of failure and meets regularly to monitor progress and initiate a plan to help these struggling students. This team seeks ways to locate students with various needs by allowing and encouraging teachers to identify these particular students in their respective classes. This service has grown in capacity and continues to improve various aspects to include a wider range of students and their particular unique needs. Additional remediation and retesting opportunities are provided to students who fail to earn a proficient score on the MCT2 or SATP. This requires teachers to remediate and review and administer retests. It encourages students to commit to success and mastery of content by continuing to learn and retest. NASD faculty continues to seek the most effective practices to re-teach materials so students do not get left behind. We make this practice transparent for our community by enlisting their help each year to mentor students at various schools. Identifying weaknesses is not sufficient or effective without a plan and vision. Implementing strategies and policies that address the inadequacies in a timely manner has become imperative to our overall improvement. is committed to continuous improvement of the overall educational life of our students and their future. The greatest challenge is the lack of proactive planning for instructional goals in subjects where we are doing well. We tend to focus on those areas were achievement is low. As we have reviewed the system level work, it is evident that we need to come together and move forward Page 3

6 as a district with a comprehensive strategic planning framework. This will allow the district, under new leadership and with the support of the Board of Trustees, to work with stakeholders to develop the system's mission and vision, beliefs, and direction that can influence and support building needs. Page 4

7 Notable Achievements and Areas of Improvement Describe the school system's notable achievements and areas of improvement in the last three years. Additionally, describe areas for improvement that the school system is striving to achieve in the next three years. The and Natchez Community are extremely proud to offer our students a wide variety of opportunities to excel and develop. Students have had a number of academic and non-academic co-curricular activities in which to participate. Our students participate in the National Beta Club, National Honor Society, National Technical Honor Society, and State Science and Reading Fairs to further enhance their academic skills. McLaurin Elementary, one of the K-5 school received national recognition in as a Distinguished Title I School. Several elementary teachers have received model class status from Renaissance Learning Reading Program. One action the district must take next is to develop more comprehensive and viable curriculum guides for all subjects. With the adoption of the Common Core standards, the district must realign its curriculum in key areas to address new expectations. Retaining students from kindergarten through graduation is a continued area of struggle. The past few years have witnessed less than the state goal for graduation rate, which will continue for the next few as well. We are working on solutions to raise our graduation rate. Coupled with graduation rates below expectation is the current performance on the ACT assessment. District results are much lower than the state average, thus middle and high school staff and administration must begin to address the concern. In addition, the district will continue to provide professional development in assessment techniques and develop formative assessment in all areas so that teachers have the necessary data to make instructional adjustments for one student, several, or many. Page 5

8 Additional Information Provide any additional information you would like to share with the public and community that were not prompted in the previous sections. The district is currently working to open a magnet school for the school for six graders. Page 6

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