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BerkshireArts&TechnologyCharterPublicSchoolAnnualReport2016-2017
OneCommercialPlacePOBox267
Adams,MA01220
Submittedby:JamesC.WhiteII,ExecutiveDirectorAugust1,2017
www.BARTcharter.org413-743-7311(phone)413-743-7327(fax)
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TableofContents
INTRODUCTIONTOTHESCHOOL 3
LETTERFROMTHECHAIROFTHEBOARDOFTRUSTEES 4
SCHOOLPERFORMANCEANDPROGRAMIMPLEMENTATION 6FAITHFULNESSTOCHARTER 6MISSIONANDKEYDESIGNELEMENTS 6AMENDMENTSTOTHECHARTER 8DISSEMINATIONEFFORTS 9ACADEMICPROGRAMSUCCESS 11STUDENTPERFORMANCE 11PROGRAMDELIVERY 12SOCIAL,EMOTIONALANDHEALTHNEEDS 12ORGANIZATIONALVIABILITY 13ORGANIZATIONALSTRUCTUREOFTHESCHOOL 13TEACHEREVALUATION 13BUDGETANDFINANCE 14
APPENDIXA:ACCOUNTABILITYPLANEVIDENCE2016-2017 19
APPENDIXB:RECRUITMENTANDRETENTIONPLAN 23
APPENDIXC:SCHOOLANDSTUDENTDATA 30
APPENDIXD:ADDITIONALINFORMATIONREQUIRED 34
APPENDIXE:ORGANIZATIONALCHART 35
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IntroductiontotheSchool
BerkshireArts&TechnologyCharterPublicSchool
TypeofCharter
(CommonwealthorHoraceMann)
Commonwealth Location Adams
RegionalorNon-Regional? Regional
DistrictsinRegion
(ifapplicable)
Adams-Cheshire,Clarksburg,Florida,
Hancock,Lanesborough,Mt.Greylock,NorthAdams,Pittsfield,
Savoy,Williamstown
YearOpened 2004Year(s)Renewed
(ifapplicable)2009,2014
MaximumEnrollment 363Enrollmentasof
June16,2017334
CharteredGradeSpan 6-12 CurrentGradeSpan 6-12
#ofInstructionalDaysperschoolyear
184(minimum)
189(maximum)StudentsonWaitlist(June30) 0
SchoolHours 7:55a.m.to3:35p.m. AgeofSchool 13years
MissionStatement
BARTCharterPublicSchoolpreparesstudentsforcollegebypromotingmasteryofacademicskillsandcontentwithastrongfoundationinartsandtechnology.TheSchoolprovidesmiddleandhighschoolstudentsinBerkshireCountywithaneducationalcommunitythatregardseveryone,includingteachersandparents,aslifelonglearners.
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LetterfromtheChairoftheBoardofTrusteesAugust1,2017
DearFriendsoftheBerkshireArts&TechnologyCharterPublicSchool:
“BART”isavibranteducationalcommunitywithinBerkshireCounty.TheSchoolservesadiversestudentbodythatreflectssendinginstitutionswithinourlocaldistricts.OurteachersandstaffsupportboththestudentsatBARTand,increasingly,educatorsandstudentsbeyondtheSchool.
OurlocalcommunitiesalsosupportBART’sstudents,allofwhomaretheirchildren.Thisyearwesawmorethanonehundredcommunityvolunteerscontributingtheirtimeandexpertisetoourstudentsbyparticipatinginprogramssuchascollegeessayreviews,mockinterviews,BART’ssciencefair,andend-of-yearportfoliopresentations.Weareproudtosharewithawideaudienceallthatourstudentsandfacultyaccomplish,andweappreciatethecontributionsofourcommunities’volunteersandsupporters.
The2016-2017schoolyearwasaparticularlyimportantoneforBART.TheSchoolwelcomed363studentstothenewschoolyearinAugust2016.Spreadovergrades6through12,thisstudentbodywasthelargestinBART’shistory.
JuliaBowen,foundingExecutiveDirector,departedBARTafterfourteenyearsofbuildingandwonderfulaccomplishment.Ataformaleventrecognizinghercontributions,creationoftheJuliaBowenBridgeScholarshipprogramwasannounced.AlreadytheScholarshipprogramhasraisedmorethan$50,000.
RespondingtoannouncementinFall2016ofJulia’sdeparture,BART’sBoardofTrusteesbegananinvolvedsearchforhersuccessor.Formalizedtransitionplanningwasfollowedbyanextensivenationalsearch,andDr.JamesC.WhiteIIwasselectedasBART’snewExecutiveDirector.Ascientistbytrainingandformorethanadecadethechiefacademicofficerattwonationalliberalartscolleges,Jayhasanenticingblendofadministrativeandfund-raisingexperienceaswellassignificantinternationaldevelopmentexperienceandpastserviceasanadministratoratanindependentboardingschool.JaybeganinhisroleforBARTinJune.
TwoaccomplishmentsbyBART’sfacultyandstaffbearmentioning.BywayofanawardfromthefederalDepartmentofEducation’sElementaryandSecondarySchoolCounselingGrantsProgram,BARThasmadesignificantimprovementinthelastyearinourmulti-tieredsystemsforstudentsupport.Inaddition,wetransitionedtoonlineMCAStestingforallmiddleschoolstudents.
2016-2017concludedwithconsiderableactivitythathasspreadintosummer.UpgradesintechnologycontinuedthroughouttheSchool,and,giventheincreasingsizeofthehighschoolstudentpopulation,BARTisthissummerincreasingtheofficespacededicatedtocollegecounselingandinternshipplacementbynearlyafactoroftwo.Thiswillpermitustobringentirehighschoolclassestogetherforgroupcounseling,whichisalwaysinadditiontoindividualcounseling.
WereceivedwordinsummerofreceiptofagrantthathasconsequencesforBARTandtwoneighboringschooldistricts.TheSchoolhasbeenawarded$244KtosupportfortwoyearsdisseminationofthemannerinwhichBARThasemployedDataWiseandAchievementNetworkapproachestoimprovingstudentperformanceinmiddleschoolmathematics.JoiningasmallgroupofBARTmiddleschoolteacherswillbeteachergroupsfromtheNorthAdamsPublicSchoolDistrictandtheAdams-CheshireRegionalSchoolDistrict.
TheyearhasendedwithBoardofTrusteeactivitiesaswell.InJuneBARTsaidgoodbyetoTrusteeMarniCloughfollowingsevenyearsofservice.WearefortunatetohavebenefitedfromMarni’s
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legalinsightsduringhertenureontheBoard.Atthesametime,weelectedtoathree-yeartermnewTrusteeMauraDelaney,aprofessorandcurrentlyInterimVicePresidentforAcademicAffairsatBerkshireCommunityCollege.MaurawillbringconsiderableexperienceinhighereducationtoourBoard,whichcontinuestoincludeTrusteeswhorepresentourvariouscommunitiesandhaveskillsetstoserveourmissionappropriately.
Finally,IformallydepartthepositionofChairthissummer.MytermasChairdone,IlookforwardwithenthusiasmtocontinuingasaTrusteewiththeleadershipofBART’snewExecutiveDirector.TrusteeDianneCutillo,whohasservedtheBoardofTrusteesasChairinthepast,willmovesmoothlybackintotherole.
Sincerely,
CharlesSwabeyChair,BoardofTrustees
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SchoolPerformanceandProgramImplementation
FaithfulnesstoCharter
MissionandKeyDesignElements
AtBART,westrivetocreateastrong,supportive,college-preparatorylearningenvironmentthroughtheuseofastandards-basedcurriculum,throughthepervasiveuseofartsandtechnology,andthroughtheclear,highexpectationsthatwesetforourstudents.Ourcorevaluesarepurpose,curiosity,effort,reflection,respect,andintegrity.Thesecorevaluesareembodiedthroughoutourprogram.
Centraltoourmissionisprovidinganacademicprogramthatpreparesstudentsforcollege.BART’scollegepreparatorycurriculumisalignedwiththeCommonCoreandMassachusettsStateCurriculumStandards.Studentsattendaminimumof20hoursofcoreacademicclasseseachweek,includingEnglishLanguageArts(ELA),history/socialstudies,mathematics,science,and,startingin9thgrade,Spanish.Additionalremedialsupportinreadingandmathisprovidedforthosestudentswhoneedit.Studentsinthe10thand11thgradetakethePSAT,andinordertograduate,all12th-gradestudentsneedtositforeithertheSATortheACT,passacollegecourse,completeaninternship,andbeacceptedtocollege.
Collegiateskillsclassesservetoprovidesocial-emotionalandbehavioraleducationtoallstudentsthroughacomprehensive,evidence-basedprogramthatprovidestheplatformforlearning,emotionalwell-being,andpositiveengagementintheSchoolandinthewidercommunity.Thegoalsoftheprogramaretoincreasethelikelihoodofstudents'successincollegeaswellastheemotionalcompetenciesnecessaryfortheirpersonaldevelopmentduringandbeyondhighschoolandcollege.Allofourstudentstakethiscourse,startingin6thgrade.
Ourstudent-ledconferencesandportfoliopresentationsarecentraltooureffortstoteachbotheffortandreflection.BARTstudentsarerequiredtoconducttwostudent-ledconferenceseachyear—oneinthefall,oneinJune.Studentsinthe8th,11th,and12thgradespresentaportfoliooftheirworkinlieuofastudent-ledconferenceinJune.In11thand12thgrades,thosepanelsconsistof,ataminimum,ateacher,anadministrator,acommunitymember,andarepresentativefromhighereducation.
TheopportunityforBARTstudentstopresenttheirworkthroughstudent-ledconferencesandportfoliopresentationsisextremelyvaluable.Bothactivitiesgivestudentsdirectownershipovertheselection,reflection,andpresentationofabodyofworkthatisrepresentativeoftheiruniqueinterestsandlearningobjectives.Additionally,theportfoliopanelshaveprovedanexcellentwayforbusiness,academic,andcommunityleaderstoexperiencethisuniqueelementofBART’seducationalprogramandtoseetheimpactonstudentsintermsofachievementandconfidence.Thepresentationprocessalsoservestoeducateandengagefamiliesinwhatisneededfortheirchildrentobesuccessfulincollegeandbeyond.Allstudentsusepresentationsoftwareandtechnologyfortheirportfoliopresentations.
TheGraduationPortfolio,presentedattheendofsenioryear,emphasizesstudent-centeredlearningactivitiesasadditionalevidenceoflearning.ThecontentoftheportfolioincludesworkundertakenaspartofBART’scollegeandinternshipprograms.Thegoalofeachoftheseprogramsistoengageourstudentsinthelifeofourlargercommunity,expandingourprogrambeyondBART’scampusandestablishingafoundationfortheirnextexperiencesincollegeandtheworkplace.
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TechnologyisafundamentalcomponentofBART’sacademicprogramandisavailabletoallBARTstudents.TheSchoolcurrentlyoperatesawirelessnetwork,andallcomputershaveaccesstotheinternet.Therearemorethan150laptopandtabletcomputersavailabletostudents,aswellasa24-hourdesktopmulti-medialab.Allmathclassroomshaveaninteractivewhiteboardtosupportinstruction.MiddleandhighschoolstudentshavetheopportunitytotaketechnologycoursessuchasIntroductoryCoding,IntermediateCoding,IntroductiontoDigitalMedia,GraphicDesign,andAdvancedVideoProduction.HighschoolstudentsparticipatedintheDiscover,Design,Buildcoursethisyearforthefirsttime;thisisateam-taught,multidisciplinarycoursefocusingonreal-worldproblemsolving,drawingonconceptsfromtechnology,science,andthearts.Teachersinboththemiddleschoolandthehighschoolintegratetechnologyinstructionthroughouttheircourses.
BART’sfocusontheartsprovidesacreativeenvironmentwherestudents’expressivecapacitiesarenurturedandencouraged.Withafewexceptions,allstudentsingrades6through11participateinartsandtechnologyelectivecoursesand/orenrichmentclasses.(Enrichmentclassesoperatemorelikeclubs—theyareungraded,allowforstudentstopursuenewinterests,andtaketheplaceofstudents’supportedstudytime.)Workfromtheseclassesformsthebasisofsubmissionsforourshowcasesandstudentperformances.Wehostthreeartsandtechnologyshowcaseseachyear,inadditiontotalentshows,dramaticperformances,andmusicalperformances.Inall,BARToffersmorethan30differentelectivesandenrichmentsinthefieldsofComputerScience,STEAMandMulti-Media,VisualArt,Drama,Dance,Music,andCreativeWriting.
InAprilof2017,withthesupportofthreedifferentgrants—theSTARSartistresidencyprogramfromtheMassachusettsCulturalCouncil;theLocalCulturalCounciloftheNorthernBerkshires;andtheWilliamandMargeryBarrettFundforAdams,CheshireandSavoy—BARTwasabletohostmembersoftheinternationallyrenownBreadandPuppetTheaterforafour-dayresidency.TheBreadandPuppetTheaterhasbeenaninnovatorandleadingforcebehindtheuseofpuppetartsandcantastoria(aformofstreettheater)toadvocateforsocialandeconomicjusticesinceitsfoundingin1963.ThirtyBARTstudentsjoinedtheensembleinrehearsalsandcantastoriaworkshops,culminatingintwoperformancesofanoriginalwork,Faust3,themostrecentplaywrittenanddirectedbyBreadandPuppet'sfounderanddirector,PeterSchumann.Theresidencyhadatremendousimpactonourstudents—boththosewhoworkeddirectlywiththemembersoftheensemble,andthelargerschoolcommunitywhoattendedtheschooldayperformance.ThepartnershipsthatdevelopedoverthefourdaysoftheresidencyprovidedstudentswiththeuniqueopportunitytobepartofaprofessionaltheatricalproductionandthechancetoworkdirectlywithperformersfromChile,Mexico,GermanyandfromregionsacrosstheUS.Thediversityoftheensembleofferedourstudentsthechancetoexperiencepeoplefromotherculturesandtraditionswhilesimultaneouslyworkingwiththemtoperformatheatricalworkthatexploredarangeofissuesofpressingglobalimportance.TheSchoolregardseveryone,includingparentsandteachers,aslifelonglearners.TeachersreceiveextensiveprofessionaldevelopmenteachyearduringanAugustResidency(2weeksforreturningteachers;3weeksfornewteachers)andhalf-dayworkshopsthroughouttheschoolyear.Additionally,eachWednesdaythefacultymeetsforanhourforaprofessionaldevelopmentmeeting.AsthebudgetpermitsandinlinewiththeSchool’spriorities,teachersareprovidedwithadditionalopportunitiestoattendconferencesandseminarstoimprovetheirteachingpracticeordeepentheircontentknowledge.Inall,teachersreceivemorethan100hoursofprofessionaldevelopmenteachyear.In2016-2017,teachersreceivedtrainingatBARTintopicsthatincludedBackwardsDesign,data-driventeachingandlearning,restorativepractices,positivebehavioralinterventionsandsupports,technologyintegrationandwritingacrossthecurriculum.Teachers
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alsoparticipatedinoff-campustraininginPBIS,shelteredEnglishimmersion,fitness,andforeignlanguageinstruction.
BARTcontinuestoprovidefamilieswithopportunitiestobelifelonglearners.TheSchoolprovidesmanyinformationsessionstohelpourstudents’familieslearnhowtosupporttheirchildren’seducation,includingprogramstospecificallysupportthecollegeapplicationandfinancialaidprocesses.Additionally,webelieveourstudent-ledconference/portfolioprocessprovidesanopportunityforfamiliestoengagewiththeirchildren’sacademiccontentandlearndirectlyfromtheirchildren’sexperience.Furthermore,weengagefamiliesinsupportingtheirchildren’sacademicsthroughtheregulardistributionofgrade-levelnewslettersfromteachers.
AmendmentstotheCharter
Date Amendment Requested Approved?
April6,2017
Changethelengthofschoolyearfor2016-17only,toaminimumof180days.
Yes
April13,2017
October24,2016
Shorten the length of the school day by 15minutesbeginningforthe2017-18schoolyear.
Yes
October 31, 2016
June22,2017
Updateenrollmentpolicytoincludetheenrollmentofnew 10th grade students through September 30th ofeachyear.
Yes
June 29, 2017
DisseminationEfforts
BestPracticeShared
VehicleforDissemination
(describethemethod,format,orvenueused
tosharebestpractices)
Whoattheschoolwas
involvedwiththe
disseminationefforts?(Title)
Criteriathatbestalignstothesharedbestpractice(choosefromthedropdownmenu)
Withwhomdidtheschooldisseminateits
bestpractices?(PartnersandLocations)
Resultofdissemination(Listanyresultingartifacts,materials,agendas,orresultsfrompartners.Alsoindicateiftheschoolreceivedgrantfundingtodisseminateandifagrant
reportwaswritten.)
UsingDatatoSupportEquityinStudentAcademicAccomplishment
LiveVideoPresentation
AprilWest,Principal
AccessandEquity
DataWiseInstitute,HarvardSchoolofEducation
Sharedpracticesforintegratingdata-wiseimprovementprocesstoaddressequityconcerns.
ELACurriculumAlignmentwithMCAS2.0
Committeeparticipation
Sean Keogh, ELA Instructional Coach
Curriculum ELAprofessorsfromMassachusettsCollegeofLiberalArtsandBerkshireCommunityCouncil
WorkingpaperwithrecommendationsforcurriculumalignmentwithMCAS2.0
StudentAdvisoryandCollegeCounselingProgram
Schoolvisitandmeetings
KateMerrigan,CollegeCounselingCoordinator
Curriculum GuidanceCounselorfromMonumentMountainRegionalHighSchool
SharedinformationonAdvisoryandCollegeCounselingProgram.
BestPractices,SpecialEducation
CommitteeParticipation
SusanLubell,Director,SpecialEducation
SupportforDiverseLearners
NorthernBerkshireCountySpecialEducationDirectors
Sharedinformationondifferentiatedinstruction.
SafeandHealthySchools,OpioidPrevention
WorkinggroupofDistrictSuperintendents
JuliaBowen,ExecutiveDirector
Social,EmotionalandHealthNeeds
BerkshireCountySuperintendents
StrategiesforcombatingopioiduseinBerkshireCounty
CulturalSensitivity
MuseumProgramwithClarkArtInstitute
ElizabethMarr,ELAInstructor
Curriculum ClarkArtInstitute,Williamstown,Massachusetts;PartnerSchool,Strasbourg,France
Studentartworkandwritingonsocialjusticeandtolerance.Grantfunded.
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SocialEmotionalLearningCurriculainMiddleandHighSchools
PresentationstoBerkshireCountySchoolAdjustmentCounselorandSchoolPsychologistAssociation
ErinEgan,HealthandWellnessCoordinator
Social,EmotionalandHealthNeeds
BerkshireCountySchoolDistricts
SharingeffectivestrategiesforimplementingSELCurriculainmiddleandhighschools.
StudentPortfolios
Schoolvisitandmeetings
KateMerrigan,CollegeReadinessCoordinator
Curriculum TeachersandVicePrincipal,MonumentMountainRegionalSchoolDistrict
Proceduresforimplementingstudentportfolioprogram.
InternshipProgram
Participationin“mockinterviews”
KateMerrigan,CollegeReadinessCoordinator
Curriculum GuidanceCounselorsfromDruryandHoosacValleyHighSchools
Sharingproceduresforimprovingstudentpublicspeakingskills.
AcademicProgramSuccess
StudentPerformance
BART’smostrecentschoolreportcardcanbefoundathttp://profiles.doe.mass.edu/reportcard/rc.aspx?linkid=37&orgcode=04140305&fycode=2015&orgtypecode=6&.
BARTmeasuresstudentperformancethroughavarietyofmeansinadditiontothestate’sassessmentsystem.Forthemostpart,assessmentsareusedtosupportdata-driveninstructionandarenotmeanttobesummative.Inthemiddleschool,BARTusesAchievementNetworktoguidetheschool’sinterimassessmentprocessinELAandmath.ThetablebelowshowstheperformanceofBARTmiddleschoolstudentsthroughouttheyearontheseinterimassessmentscomparedtothenetworkaverage.
Sinceeachassessmentaddressesdifferentstandards,onecannotexpectscoreincreasesfromoneassessmenttoanother.However,BARTdoesattempttocontextualizeourresultscomparedtothenetworkofschoolsusingAchievementNetwork.InbothELAandmath,inallgrades,BARTstudentsconsistentlyoutperformedtheirpeersinthenetworkdistricts.
2016-2017MathPerformance 1stAssessment 2ndAssessment 3rdAssessment 4thAssessment BART Diffrom
NetworkBART Diffrom
NetworkBART Diffrom
NetworkBART Diffrom
Network6thGrade
51% +8 58% +16 53% +12 50% +6
7thGrade
43% +10 50% +11 45% +15 47% +6
8thGrade
44% +10 44% +7 48% +8 46% -3
2016-2017ELAPerformance 1stAssessment 2ndAssessment 3rdAssessment 4thAssessment BART Diffrom
NetworkBART Diffrom
NetworkBART Diffrom
NetworkBART Diffrom
Network6thGrade
59% +11 38% +8 47% +13 50% +11
7thGrade
56% +11 52% +14 51% +13 60% +13
8thGrade
51% +13 55% +11 54% +13 54% +11
Atthehighschoollevel,BARTfacultyreviewstudentperformanceonboththePSATandSAT.All10th-and11th-gradestudentsarerequiredtotakethePSAT,whichBARToffersduringtheschoolday.AllseniorsarerequiredtotaketheSATpriortograduation.
ThetablebelowincludesthemostrecentlyavailablecomparableSATdataforBARTandourthreemainsendingdistricts.ItisimportanttonotethatBARTrequiresallstudentstotaketheSAT;theotherdistricts’scoresrepresentonlytheportionofstudentswhochosetotaketheSAT(onaverage,60%).Despitethis,BARTstudentsoutperformedtheirsendingdistrictsand,intotal,scoredwithin15pointsofthestatewideaverage.
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2015-2016SATPerformance
CriticalReading Writing MathState 509 497 522Adams-Cheshire 494 478 489Pittsfield 508 484 497NorthAdams 472 468 477BART 514 497 502
ProgramDelivery
Inthe2016-2017schoolyear,weimplementedanumberofrefinementstoouracademicprogram.
Wealteredourscheduletoaccommodateanumberofchangesrequestedbyteachersoridentifiedasnecessarythroughourdataanalysis.Allmiddleschoolstudentshaveadaily60-minutemathclass.Additionallywechangedoursupplementalmathworkshopsfrom30to45minuteseachday.Wealsoaddedtwomathinterventionpositionstotargettier2and3mathinstructionalneeds.Mathclassesaregroupedheterogeneously;mathworkshopshomogeneously.
WecontinuedtostrengthenourpartnershipbetweenourhistoryandELAfaculties,ensuringthatELAstandardsaretaughtconsistentlyacrossbothsubjects.Thisincludesintegratingthreefulldatacyclesforstudentwriting,anchoringresearchwritinginthehistoryclassrooms.Wealsocontinuedtoimprovemiddleschoolscienceinterimassessments,aligningourcurriculuminternallyandwiththeNextGenerationScienceStandards,whilebalancingouraccountabilitytoMCASsciencestandards.ScienceteacherswereabletouseNGSS-alignedinterimassessmentstodriveinstructionbackwards-designedfromthenewstandards.InbothELAandmath,teachersreviewedupdatestothecurriculumframeworksinregularlyscheduleddataandcurriculummeetings.
Inresponsetoagrowingnumberofstudentswithsignificantlearningneeds,wecontinuetoenhanceour“LearningAcademy”—substantiallyseparateprogrammingforstudentswhoneedsignificantsupportsduetocognitiveorsocial-emotionalchallenges.
Finally,collegiateskillsandwellnessteamscontinuetodevelopconsistent,streamlinedcurriculumwithinandacrossgradelevelsthataddressesallaspectsofachild’swellbeinginpreparationforcollegeandcareer.
Social,Emotional,andHealthNeeds
Wecontinuetoimplementandenhanceprogramsthatsupportthesocial,emotional,andhealthneedsofourstudents.NowinthesecondyearofourUSDOEElementaryandSecondarySchoolCounselingGrant,wecontinuetobuildourprogramsateachofthethreetiersofinterventionandsupport.Theimplementationofourschool-widesocial-emotionallearningcurriculum,CircleForward,continuestobethefocalpointofouractivities.InAugustof2016allteachersparticipatedforasecondyearoftrainingleadbystafffromtheInstituteforRestorativeInitiatives(IRIS).ThroughouttheschoolyeartheHealthandWellnessCoordinator(HWC)andAssistantPrincipalcontinuedtoworkwithteacherstobuildtheirskillsasCircleleaders.CirclePracticehasnowbecomethecornerstoneofouradvisoryprogram.Asharedrepositoryofovertwenty-fiveCircleActivities,organizedbytopicandgradelevel,isnowavailabletoallteachersfortheiruseinadvisoryandtheclassroom.Teachersselfreportagreaterlevelofcomfortinthedeliveryofthiscurriculum,andanincreasingnumberofteachersuseCirclePracticeasapartoftheirregularclassroomactivities.
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OurHWC,apositionwecreatedin2015withthesupportofthegrantmentionedabove,workswiththeschoolnurse,schooladjustmentcounselor,outsideproviders,andothermembersofourstudentsupportgrouptoensurethatallmembersoftheteamareworkinginconcerttosupportthesocial,emotional,andmentalhealthneedsofourstudents.TheHWCcontinuestooverseetheimplementationofanumberofTier2andTier3interventions,includingZonesofRegulationandDialecticalBehaviorTherapytosupportstudentswhohavedifficultywithimpulsivityorworkingthroughprevioustrauma,respectively.Theseprogramswillcontinueinthe2017-2018schoolyear.
OrganizationalViability
OrganizationalStructureoftheSchool
WehavemadeveryfewchangestotheorganizationalstructureoftheSchool.Inthe2014-2015schoolyear,theDirectorofSpecialEducation,SusanLubell,wasresponsiblefortheoversightofspecialeducation,504plans,andourEnglishLanguageLearner(ELL)program.Inthe2015-2016schoolyear,weaddedapart-timeLearningServicesCoordinator,ErinHattaway,whoassumedtheoversightof504plans,ourELLprogram,andourDistrictCurriculumAccommodationPlan(DCAP)process.Inthiscapacity,shealsoservedontheInstructionalLeadershipTeam,specificallysupportingteachersindifferentiatedinstruction.Duringthe2016-2017schoolyear,Ms.HattawaybecameAssistantPrincipalandthetwopositionswerecombined.Withtheretirementofbusinessmanager,MarthaMellor,whoworkedforBARTinapart-timecapacity,thepositionwasexpandedfor2016-2017tofulltime,andanewbusinessmanager,JuliaMarko,beganatBARTinJanuary2017.InJuneof2017,Dr.JamesC.WhiteIIwashiredastheSchool’snewExecutiveDirector,replacingfoundingExecutiveDirectorJuliaBowen.TheSchool’sorganizationchartfor2016-2017isincludedinAppendixE.
TeacherEvaluation
Inthepastyeartherehavebeennochangestoourteacherevaluationsystem.Teachingfacultyandprincipalareevaluatedusingthe5-StepCycleandrubricsprovidedbytheMassachusettsModelSystemforEducatorEvaluation.However,giventhesmallsizeofourdistrict,wehaveoptednottoimplementthedistrict-determinedmeasureelementofthemodel.Instead,thePrincipalappliesherownjudgmentonateacher’sstudentimpactbasedonevidenceprovidedbytheteacherandstateassessments,aswellasprogresstowardSMARTgoals.
Otherprofessionalsareevaluatedusingvarioustools.AdministratorsandofficestaffareevaluatedonthebasisofperformancecomparedtojobdescriptionsandprogresstowardSMARTgoals.ParaprofessionalsarealsoevaluatedonthebasisofperformancecomparedtojobdescriptionsandprogresstowardSMARTgoals.Additionally,theSpecialEducationDirectorhasdevelopedalistofperformanceexpectationsthatareusedaspartofaself-evaluationprocesswheretheperceptionsofthesupervisorandparaprofessionalarecomparedanddiscussedasapartoftheannualreviewprocess.
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BudgetandFinance
UnauditedCombinedFY17StatementofRevenues,ExpensesandChangesinNetAssetsJuly1,2016-June30,2017
BARTCharter BARTFoundation Combined
PublicSchool
Total
OperatingRevenue
Tuition 4,870,416 0 4,870,416
Grants-State 31,290 0 31,290
Grants-Federal 375,735 0 375,735
Grants-PrivateDirect 41,775 0 41,775
NutritionProgram 102,239 0 102,239
OtherProgramFees 13,832 0 13,832
Donations-General 97,012 132,504 229,516
StateReimbursements 298,645 0 298,645
TotalOperatingRevenues 5,830,945 132,504 5,963,449
OperatingExpenses
Administration 510,010 0 510,010
InstructionalServices 3,081,812 0 3,081,812
PupilServices 696,297 0 696,297
Operation&MaintofFacility 465,334 0 465,334
Benefits&OtherFixedCharges 448,190 0 448,190
Depreciation-Bldg/Equipment 179,488 0 179,488
FoundationExpenses 0 44,676 44,676
DonationstoSchool 0 66,343 66,343
GrantstoSchool 0 10,000 10,000
TotalOperatingExpenses 5,381,130 121,019 5,502,149
NetOperatingIncome 449,814 11,485 461,299
Non-OperatingRevenues(Expenses):
Grants-Private 0 0 0
Contributions-CapitalorOtherRestriction 1,490 26,095 27,585
Investment/InterestIncome
12,386 12,386
Realized/UnrealizedGain 141 0 141
LTDebtService-QLIFI/Construction (271,046) 0 (271,046)
Amortization-LoanClosings
(13,964) (13,964)
Amortization-CapitalLease (99,125) 0 (99,125)
CapitalDonations/GrantstoSchool
0 0
OtherNonoperatingExpenses 0 0
TotalNon-OperatingRevenues(Expenses) (368,540) 24,517 (344,023)
Changeinnetposition 81,274 36,002 117,276
NetPosition-BeginningofYear 1,194,355 704,876 1,899,231
NetPosition-EndofYear 1,275,629 740,878 2,016,507
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UnauditedCombinedStatementofNetAssetsForFY2017
BARTCharter BART Combined
PublicSchool Foundation Total
ASSETS CurrentAssets:
Cash&cashequivalents 848,551 111,683 960,234
Accountsreceivable 32,844 1,625 34,469
Grantsreceivable-General 30,557 0 30,557
Pledgesreceivable-General 175 1,625 1,800
Pledgesreceivable-Capital 35,082 0 35,082
Prepaidexpense 45,415 12,396 57,811
Totalcurrentassets 992,624 127,329 1,119,952
NoncurrentAssets:
CapitalAssets
Facilitiesundercapitallease 3,518,937 0 3,518,937
Leaseholdimprovements 5,451,956 0 5,451,956
Equipment 454,533 0 454,533
Constructioninprogress 8,616 0 8,616
9,434,042 0 9,434,042
Lessaccumulateddepreciation 1,424,889 0 1,424,889
Totalcapitalassets 8,009,154 0 8,009,154
Pledges&grantsreceivable-capital 11,579 0 11,579
Loansreceivable 0 2,696,135 2,696,135
Artcollection 19,500 0 19,500
Financingfees(net) 0 24,835 24,835
Totalnoncurrentassets 8,040,233 2,720,970 10,761,202
TotalAssets 9,032,856 2,848,298 11,881,154
LIABILITIESANDNETPOSITION CurrentLiabilities:
Accountspayable 67,915 679 68,594
Accruedwages/payrollliabilities 207,733 0 207,733
Accruedexpenses-other 6,722 0 6,722
Deferredrevenue 25,769 8,347 34,116
Currentportionoflong-termdebt 142,646 0 142,646
Totalcurrentliabilities 450,785 9,026 459,811
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NoncurrentLiabilities:
DeferredRevenue 0 62,427 62,427
Long-termdebt 7,306,442 2,035,967 9,342,410
Totallong-termliabilities 7,306,442 2,098,395 9,404,837
TotalLiabilities 7,757,227 2,107,420 9,864,647
NetPosition:
Netinvestmentincapitalassets 1,228,684 0 1,228,684
Restrictedfor:
Specificprojectsandprogramming 46,660 74,607 121,267
DebtService
0 0
Contributionsrestrictedtofutureyears 0 0
Unrestricted 285 666,271 666,556
Totalnetposition 1,275,629 740,878 2,016,507
TotalLiabilitiesandNetPosition 9,032,856 2,848,298 11,881,154
17
BerkshireArts&TechnologyCharterPublicSchoolBudgetApprovedApril5,2017
FY2018CombinedBudget
BARTCharter BART Combined
PublicSchool Foundation Total
REVENUES
CharterSchoolTuition 5,066,754 0 5,066,754
FederalGrants 313,857 0 313,857
StateGrants 22,700 0 22,700
PrivateGrants/Foundations 0 0 0
IndividualDonations 125,000 40,000 165,000
StateReimbursements 319,283 0 319,283
EarnedRevenues 129,451 0 129,451
InvestmentIncome 12,386 12,386
TotalRevenue 5,977,045 52,386 6,029,431
EXPENDITURES
Administration 559,808 0 559,808
InstructionalServices 3,065,293 0 3,065,293
PupilServices 696,471 0 696,471
Operation&MaintofFacility 507,774 0 507,774
Benefits&OtherFixedCharges 495,194 0 495,194
FoundationExpenses 0 33,200 33,200
Depreciation-Bldg/Equipment 181,062 0 181,062
OperatingContingency 100,000 0 100,000
ContributionstoSchool 0 0 0
LTDebtService 263,700 0 263,700
AmortizationCosts 99,125 13,963 113,088
TotalExpenditures 5,968,427 47,163 6,015,590
NetIncome 8,618 5,223 13,841
FY2017CapitalPlan
BARThasestablisheda10yearcapitalneedsplanthatisupdatedannually.Sincethereisnostatefundingforcharterpublicschoolfacilities,thenecessaryfundsfortheseprojectswillbesupportedbyacombinationoftheannualbudget,capitalreserveaccount,grantsfromfoundationsandlongtermfinancing.
Duringthe2016-17schoolyearthefollowingprojectswerecompleted:
• Upgradestolightingthroughoutbuildingforgreaterenergyefficiency,atatotalcost$79,645.
• Replacementofa20+year-oldHVACunit,atatotalcostof$16,385.• Theadditionoffirestoppingthroughoutthebuildingtomeetcoderequirements,at
atotalcostof$9,590.• Additionofasixteen-camerasecuritysystem,atatotalcost$14,563.
18
• InstallationofflooringintheSchool’snewMultiPurposeroom,atatotalcostof$69,445.
• Replacementoftelephonesystem,atatotalcostof$13,199.
Capitalprojectsplannedforthesummerof2017include:
• ReplacementoftheSchool’snorthwingroof,atacostof$31,620.• Renovationoftwoclassrooms,atacostof$15,600.• Installationofagenerator in theSchool’sbasement tobackupasumppump,ata
costof$9,500.• Outfittingofa fitnessclassroomwithtreadmills,stationarybikesandflooring,ata
costof$26,715.
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APPENDIXA:ACCOUNTABILITYPLANEVIDENCE2016-2017FaithfulnesstoCharter
2016-2017Performance
(Met/PartiallyMet/NotMet)
Evidence
Objective1:BARTstudentswilldemonstratetheyareontracktobepreparedforacollege-levelcurriculum,unlessspecificaccommodationstothecontraryaremadeintheirIEPs,throughworkcontainedintheirportfolios,collegecoursesandthecollegeapplicationprocess.
Measure1.1:100%ofgraduating8th-gradestudentswillreceivepassinggradesontheirGatewayPortfoliosandthepresentationoftheirGatewayPortfoliospriortothestartof9thgrade.
Met
In2016-2017,BARThad62eighthgraders,allofwhomreceivedpassinggradesontheirGatewayPortfoliosandpresentations.
Measure1.2:100%of11thgradestudentswillreceivepassinggradesontheirGatewayPortfoliosandthepresentationoftheirGatewayPortfoliospriortothestartofsenioryear.
PartiallyMet
Allbut3ofour32eleventh-gradestudentsreceivedapassinggradeonaGatewayPortfolioandpresentationpriortotheendof11thgrade.ThethreestudentswhodidnotreceiveapassinggradewillpresenttoapaneltheweekofAugust14th,priortothestartof12thgrade.
Measure1.3:100%ofgraduatingseniorswillhavereceivedapassinggradeinacollegecourseonacollegecampuspriortograduation.
Met
All16graduatingseniorspassedacourseatBerkshireCommunityCollegeorMassachusettsCollegeofLiberalArtsduringthe2016-2017.OnestudentalsotookonlineclassesatCornellUniversity,UniversityofNewEngland,andSt.Michael’sCollege.
Measure1.4:100%ofgraduatingseniorswillhavebeenacceptedintoatleastonecollegepriortograduation.
Met
Onaverage,graduatingseniorswereacceptedinto4four-yearcolleges,withtherangebeing1-7collegesandamedianof3colleges.Asofgraduation,100%ofseniorsintendtoattendcollegeinthefallof2017.
Objective2:Studentswilldemonstrateastrongfoundationinartsandtechnologythroughworkcontainedintheirportfoliosandattheschool’sartsandtechnologyshowcases,unlesstheirIEPrequiresotherwise.
Measure2.1:85%ofstudentsingrades6through11willparticipate(eitherina
Met 91%ofstudentsparticipatedin2and89%participatedin3
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2016-2017Performance
(Met/PartiallyMet/NotMet)
Evidence
performanceorbysubmittingwork)intwoartsandtechnologyshowcasesorin-schoolperformanceseachyear.
artsandtechnologyshowcasesorin-schoolperformances.
Measure2.2:100%ofgraduatingseniorswilldemonstrateproficiencywithcommunicationstechnologyandoffice-productivitysoftwarethroughworkcontainedintheirexitportfolios.
Met
Allseniorscreatedadigitalpresentationoftheirportfoliosusingoffice-productivitysoftware.Additionally,allseniorscompletedanexitportfoliothatcontainedmultiplesamplesoftheirworkacrossdisciplines,manyofwhichrequiredtheuseofoffice-productivityorsubject-specificsoftware.
Objective3:Theschoolwillprovidesignificantopportunitiesforparents/guardianstolearnhowtobeengagedinandsupporttheirchild’sacademicexperience.
Measure3.1:Attheendofeachyear,atleast90%ofparentswhorespondtotheannualsurveywilleitheragreeorstronglyagreetotheprompt,“Theschoolworkshardtogetparentsinvolved.”Atleast40%offamilieswillrespondtothesurvey.
Met
91.5%ofparentseitheragreedorstronglyagreedthatBARTworkshardtogetparentsinvolved.54%offamiliesrespondedtothesurvey.
Measure3.2:Atleast90%ofparents/guardianswillattend1student-ledconferenceoraportfoliopresentationeachschoolyear.
Met
93%ofstudentshadaparentorguardianattendtheirfallstudent-ledconference;91%ofstudentshadaparentorguardianattendaspringconferenceorportfoliopresentation.
Objective4:Theschoolwillprovidesignificantprofessionaldevelopmentopportunitiesforteachers.
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2016-2017Performance
(Met/PartiallyMet/NotMet)
Evidence
Measure4.1:Teacherswillbeprovidedwithatleast60hoursofprofessionaldevelopmenteachyearineitherspecificcontentareasorinstructionalpedagogy.
Met
Allteachersreceivedatleast60hoursofprofessionaldevelopmentatBART,asnotedinthetextofthisreportrelatedtotheschool’smission.Mostnotably,allteachersreceived12hoursofprofessionaldevelopmentinrestorativepractices,notincludingadditionalcoachingprovidedasneeded.Teachersalsoreceivedprofessionaldevelopmentinavarietyofothertopics,includingdatadriventeachingandlearning,backwardsdesign,brainscienceandlearning,andtechnologyintegration.
Measure4.2:Attheendofeachyear,atleast80%ofteacherswhorespondtotheannualsurveywilleitheragreeorstronglyagreetotheprompt,“IfeelIhaveampleprofessionalgrowthopportunitiesatBART.”
NotMet
67.3%ofteachersrespondedthattheybelievedtheyhaveampleprofessionalgrowthopportunitiesatBART,similartotheprioryear.
AdditionalnotesformeasuresthatarenotmetasoftheAugust1reportingdate:
Many veteran teachers reported that our August 2016 professional development was the best in which they had ever participated. However, as the school year progresses, Wednesday after-school professional development topics become more procedural, and less focused on practice. We theorize that the survey results reflect this shift from earlier in the year when the highest quality PD was delivered, impacting teachers’ overall perception. We also have discussed the possibility that teachers may interpret this question differently from administration. While recognizing these explanations might account for the lower percentage of teachers believing they have ample opportunities for professional growth, we acknowledge it is important to make some concrete changes for the 2017-18 school year to improve the quality and focus of dedicated time for teacher collaboration and professional development. We believe the changes in our morning schedule to allow for daily teacher PD/collaboration time will improve the quality of collaboration and frequency of PD available for various topics. A sample view of our new weekly professional development schedule follows on page 21.
MONDAY: All Faculty Meeting
TUESDAY: Horizontal Teams
WEDNESDAY: Vertical Teams
THURSDAY: Horizontal Teams
(IEPs, 504s, DCAPS)
FRIDAY: New Teacher
Meetings Committees
Week 1
Faculty Meeting Monthly faculty meetings, facilitated by the Principal, will address a variety of topics, including updates regarding school priorities, instructional best practices, dissemination of important information, mandated training, and other PD topics.
Grade-Level Culture Building Horizontal teams will address topics to ensure a cohesive and productive grade-level culture, including: advisory circles; student recognition planning; classroom expectations; PBIS/behavior, etc.
Pre-cycle Planning Meeting Vertical teams will plan from standards in order to maintain instructional alignment with pacing calendar (SAS; CAG). Teams may use the Critical Friends -- Tuning a Plan protocol to receive feedback from colleagues. --OR-- Reflection Meeting Vertical teams will examine and reflect upon the results of their action plan following each interim assessment data meeting
Special Education Planning Review needs and improve supports for special education students
New Teacher Meeting w/Mentor Cultural Competency Committee Steering committee composed of school leaders and staff to provide program oversight regarding equity at BART
APPENDIXB:RECRUITMENTANDRETENTIONPLAN
SchoolName:BerkshireArts&TechnologyCharterPublicSchoolDate:August1,2017
Pleaseprovideabriefnarrativereportonimplementationofrecruitmentstrategiesfromlastyear’splan.Wesuccessfullyimplementedthe2016-2017recruitmentplanoutlinedinourannualreportfromAugust1,2016.Ourgeneralrecruitmentactivitieswereconductedastheyhavebeenforthelast13years.Ourspecificrecruitmentactivitiescontinuetoattractadiversestudentbodycomparabletooursendingdistricts’,asreportedontheDESEwebsite.Inall,weexpect92newstudentstojoinBARTinAugust,2017.
Describetheschool’sgeneralrecruitmentactivities,i.e.,thoseintendedtoreachallstudents.Generalpublicrelations:KeepingBARTfrontandcenterinthegeneralpublic’smindiscriticaltoourrecruitmentefforts.WestrivetobeconsideredalongsidealloftheotherpublicschooloptionsinBerkshireCounty,andwetakeactionsaccordingly.Afewexamples:wesendpressreleasesaboutupcomingschoolevents;wepublishourhonorrollinthepapereachtrimester;wegetannouncementsabouttheschool’seventsontolocalcablechannelsthatbroadcastschoolannouncements.Directoutreachtocommunityleaders:WebelievethatifourlocalcommunityleadershaveapositiveimpressionofBART,theywillhelpspreadthewordaboutourprogram.Wetakemanystepstomakesurethattheyremainupdatedonourprogress,includinghostingaFallBreakfastforlocalleaderstohearaboutourprogressoverthepreviousyear;invitingincommunityleaderstoserveaspanelistsforourstudents’portfoliopresentations,sciencefairjudges,mockinterviewers,orcollegeessayreviewers;andextendingindividualinvitationstoprovideaschooltourtocommunityleaders.Openhouses:Atleast3timesannually,wehostanopenhouseandinvitethecommunityintoseetheschoolandtheworkofourstudents.TheseareadvertisedthroughourschoolcommunityandinannouncementsthatareadvertisedtothebroaderBerkshirecommunity.Theytypicallyfocusonourartsandtechnologyprogramsandshowcasestudentwork.Enrollmentpressreleases:Eachtimewehaveanenrollmentdeadline–atleast6timesannually–wesubmitapressreleasetoallofthelocalmediahouses.Theseareconsistentlyprintedinthelocalnewspapersandonline.Electronicpresence:Wemaintainanup-to-datewebsitewithinformationaboutourprogram,enrollmentprocedures,studentsuccesses,policies,events,etc.,atwww.bartcharter.org.Additionally,wehaveaFacebookpagewithover1,300“friends”asawaytoencourageviralmessagingaboutourschoolanditsprograms.Brochuresandotherprintcollateral:Eachyear,wereviewand,ifnecessary,updateourbrochurewiththelatestinformationaboutourprogramanddistributethebrochureaswidelyaswecan.Additionally,wehaveaseriesofotherprintmaterialsthatareusedasappropriate,rangingfroma
RecruitmentPlan2016–2017
24
one-pagesummaryofourschoolforsomeonewhoisjustlearningaboutus,tomoredetailedinformation,likeourstudenthandbook,forsomeonewhowantstoknowspecifics.WetranslateallrecruitmentinformationintoSpanish,themostprevalentsecondlanguageinourgeographicarea.Familytoursandinformationsessions:Inadditiontocoordinatingmuchofouroutreachdescribedabove,ourEnrollmentCounselorworkscloselywithanyfamilythatexpressesinterestinBARTtoensuretheyhavealloftheinformationthattheyneedtomakeaninformeddecision.Specifically,sheinvitesfamiliesinforindividualtoursandsetsupconversationswithprofessionalsinthebuilding,dependingonthefamily’squestionsorneeds.Shealsosetsup“shadowdays”forprospectivestudentstoexperienceBARTalongsidecurrentBARTstudents.Informationsessionsarescheduledonweekdaysatvarioustimestoallowfordifferencesinfamilyschedules.Effortsaremadetoinsurethatthefollowingareinattendance:schoolleaders,specialeducationteammembers,translators,and/ormembersofourparentadvisorycouncils.
RecruitmentPlanStrategiesListstrategiesforrecruitmentactivitiesforeachdemographicgroup.
Chartdata 2016-17StrategiesSpecialEducationStudents/StudentswithDisabilities
SchoolPercentage:21.1%CIPercentage:14.8%GNTPercentagenotavailableBARTCharterPublicSchoolisaboveCIpercentages
MetGNT/CI:noenhanced/additionalstrategiesneeded
TheEnrollmentCounselor(EC)sharesinformationwithfamiliesofdisabledstudentsthroughdirectoutreachtothelocalchapterofUnitedCerebralPalsy,anon-profitthatservespeoplewithdisabilities.
Theschooladvertises,throughamailingtoalleligiblestudentsinoursendingdistricts,aninformationsessiononBART’stiered-instructionmodelandhowwesupportstudentswithlearningdisabilities.ArepresentativeoftheSpecialEducationdepartmentattendstheinformationsession.
TheDirectorofSpecialEducationattendsinformationmeetingswithfamilieswhoaretouringtheschool(andstudentswhoareshadowing)andexplainshowBARTwillsupporttheirchild’sIEP.
LimitedEnglish-ProficientStudentsSchoolPercentage:1.7%CIPercentage:1.0%GNTPercentage:.5%BARTCharterPublicSchoolisaboveCIandGNTpercentages
MetGNT/CI:noenhanced/additionalstrategiesneeded
TheECsharesinformationwithfamiliesoflimitedEnglish-proficientstudentsthroughoutreachtotheBerkshireImmigrantsCenter(BIC),anonprofitorganizationthatservestheimmigrantpopulationandiswellconnectedwithotherorganizationsworkingdirectlywiththelocalimmigrantpopulation.Additionally,theECworkswiththeBICtoidentifyimmigrantclubs,churches,temples,mosques,libraries,healthcenters,andotherorganizationsthatservenon-English-speakingpopulationstowhomBARTcansendinformationalmaterialsandarrangeanon-siteinformationsession.
TheSchooladvertises,throughamailingtoalleligiblestudentsinoursendingdistricts,aninformationsessionthatincludesinformationabouthowweserveLEPstudents.Thismailingisintheprevalent
25
RecruitmentPlanStrategiesListstrategiesforrecruitmentactivitiesforeachdemographicgroup.
Chartdata 2016-17Strategiessecondlanguageofoursendingdistricts(Spanish).ASpanishtranslatorandtheELLCoordinatorattendtheinformationsession.
Translatorsareprovidedasneededforfamilieswhoaretouringtheschool(andstudentswhoareshadowing).
Low-IncomeStudentsSchoolPercentage:41.9%CIPercentage:28.8%GNTPercentage:NABARTCharterPublicSchoolisaboveCIpercentages
MetGNT/CI:noenhanced/additionalstrategiesneeded
Theschoolemploysrecruitmentpracticesthathaveproventoattractalow-incomepopulation.Theschool’smailingtodistrictfamilieshighlightsthatBARTistuitionfreeandprovidesfreetransportationtoallsendingdistrictswithinourcharter.Theseareimportantfactsforlow-incomefamilies,sincethereisacommonmisconceptionthatBARTchargestuition,andsinceschoolchoiceintheBerkshiresdoesnotgenerallyincludetransportation.
Wealsopostenrollmentdeadlinesandinformationaboutourfreetransportationonthelocalpublic-accessTVstations,sothatparentswithoutaccesstotheinternetknowtheseimportantfacts.
Additionally,theschoolmaintainsandadvertisesalow-costdresscodesothatlow-incomestudentswon’tfeelsingledoutbytheirinabilitytokeepupwiththelatestfashiontrends.
StudentsWhoAreSub-ProficientGoal:Continuetoattractasimilarpercentageofsub-proficientstudentsasoursendingdistricts.
Theschoolcontinuestoemployrecruitmentpracticesthathaveproventoattractsub-proficientstudents.Theschoolalsoadvertises,throughamailingtoalleligiblestudentsinoursendingdistricts,aninformationsessiononBART’stiered-instructionmodel.
StudentsAtRiskofDroppingOutofSchoolGoal:Continuetoattractasignificantpercentageofnewstudentswhohavenotperformedwellacademicallyorwhomayhaveotherchallengesthatputthematriskofdroppingout.
Theschoolcontinuestoemployrecruitmentpracticesthathaveproventoattractstudentsatriskofdroppingout.
Inadditiontootherstrategiesalreadymentioned,theECreachesouttotheDepartmentofChildrenandFamiliestoensuretheyhavebrochuresandotherinformationonhandastheirclientsconsiderschoolplacements.
StudentsWhoHaveDroppedOutofSchoolGoal:Maintainoutreachtostudentswhohavedroppedoutbeforecompleting9thgrade,thelastyearthatBARTacceptsnewstudents.
TheECsendsenrollmentinformationtothelocalGEDprograms.GiventhatBARTstopsacceptingnewstudentsintothehighschoolinFebruaryof9thgrade,therearenotmanystudentswhohavedroppedoutofschoolthatBARTcanattract.
26
RecruitmentPlanStrategiesListstrategiesforrecruitmentactivitiesforeachdemographicgroup.
Chartdata 2016-17StrategiesSubgroup:StudentsofColor
Goal:AttractasimilarpercentageofstudentsofcolortoBART,ascomparedtoourthreemajorsendingdistricts.In2016-2017,27.1%ofBARTstudentswerestudentsofcolor,comparedtoourthreemajorsendingdistricts’percentagesof8.0%(Adams-Cheshire),18.4%(NorthAdams)and32%(Pittsfield).)
Theschoolwillcontinuetoemployexistingrecruitmentpracticesthathavealreadyproventoattractstudentsofcolor,includingsendingdirectmailadvertisingtofamiliesinPittsfield,adistrictwithasubstantiallyhigherpercentageofstudentsofcolor.
27
RetentionPlan2017–2018
Pleaseprovideabriefnarrativereportonthesuccessesandchallengesofimplementinglastyear’sretentionstrategiesfromthe2016-17RetentionPlan.Duringthe2016-2017schoolyear,wecontinuedtoimplementanumberofinitiativesthatwebelievehavereducedourattritionrate,asoutlinedinlastyear’sretentionplan.Wealsocontinuedtoofferarangeofextracurricularactivities(andsports),eitherafterschoolorduringourin-schoolenrichmentblock.Additionally,wecontinuedthewhole-schoolimplementationofrestorativepracticesatBART,usingcirclesinadvisoryclassestoprovidestudentswithmoreopportunitiestoexpressthemselvesandbuildastrongerculture.Reducingattritionhasbeenastatedgoaloftheadministrativeteamforeachofthepast3years.Overthattimeperiod,wehavereducedbothattritionandchurn.Thisyear,wereducedourschool-yearchurnrateto9.7%,from12%inthepreviousschoolyear.(ForthestudentswhowerepresentonOctober1,thechurnrateisthepercentagewholeftBARTbeforetheendoftheschoolyear.)Asofthisreporting,ourretentionratewas82.6%,5.4%belowourgoalof88%setinlastyear’sannualreport.(Forthestudentswhofinishtheschoolyear,theretentionrateisthepercentwhoreturnforthefollowingschoolyear,whiletheattritionrateisthepercentwhodonotreturn.)Movingforward,wewillcontinuetoenhancethestrategiesoutlinedinourretentionplan.Wedorecognizethatwewillalwayshavelowerretentionthanourlocaldistrictsduetoourlargecatchmentarea(somestudentsultimatelyfindthatridingabusanhourtoandfromschoolistoodifficult),ourlimitedextracurricularofferings,andthefactthatcharterschoolfamilies,bydefinition,aremorelikelytochangeschools.
OverallStudentRetentionGoal
Annualgoalforstudentretention(percentage):
88%
\]\]RetentionPlanStrategies
Liststrategiesforretentionactivitiesforeachdemographicgroup.CHARTData Strategies
Specialeducationstudents/studentswithdisabilities
SchoolPercentage:22.1%
ThirdQuartile:9.4%
BARTisabovethirdquartilepercentages
(b)2016-2017Strategies
Maintainspecialeducationprogramthatachievesa“Level1”specialeducationprogramstatuswiththeDESE.
Providesocial-skillsgroupsforspecialeducationstudentswhosedisabilitiesmakeitdifficulttoparticipateactivelyintheschoolcommunity.Consultwithexpertsinhigh-incidencedisabilityareas(e.g.,autism,emotional)forthesegroups.
28
(c)Abovethirdquartile:additionalstrategies
Deliver12+hoursofprofessionaldevelopmenttoallinstructionalstaffonbrainscienceandlearning,includingexecutivefunctionsandself-regulation.
ProvideDialecticalBehavioralTherapy(DBT)groupsforspecialeducationstudentswithemotionaldisabilities.
ReviseStudentSupportTeamstructuresandpracticestoimproveidentificationandmonitoringofstudentsforMulti-TieredSupports.
ChartDataLimitedEnglish-proficientstudents/Englishlearners
SchoolPercentage:16.7%
ThirdQuartile:12.4%
BARTisabovethirdquartilepercentages
(b)2016-2017Strategies
ProvideextensiveELLsupportswithintheschooldaytoensurethatELLstudentsareabletomakeappropriateacademicgains.
Createopportunitiestoeducatenon-ELLstudentsaboutthecountriesoforiginofourELLstudents.
(c)Abovethirdquartile:additionalstrategies
ReviseStudentSupportTeamstructuresandpracticestoimproveidentificationandmonitoringofstudentsforMulti-TieredSupports.
Organizeacross-stakeholdercommitteeofstaff,students,parents,andcommunitymembersregardingdiversityandinclusiontoanalyzeschooldata,adviseonpoliciesandpractices,andrecommendschoolimprovements.
ChartDataStudentseligibleforfreeorreducedlunch
SchoolPercentage:15.7%
ThirdQuartile:11.0%
BARTisabovethirdquartilepercentages
(b)2016-2017Strategies
Providefreetransportationforafter-schoolprograms.
Printweeklyannouncementsforparentswhodonothaveaccesstotheinternet(andthus,oure-mailedweeklyannouncements).
Provideextensivecollegecounselingsupportthatincludesafocusonfinancialaid,scholarships,andfinancialplanning.Thisisopentoallparentsintheschool,withspecificeffortstoengagefamiliesbeginningin9thgrade.
(c)Abovethirdquartile:additionalstrategies
PrincipalwillparticipateinESE’sLeadingEducationalAccessProject(LEAP)TrainingoftheTrainersprograminordertolearnconcepts
29
andstrategiesforsupportinglearningforstudentsinpoverty.
Deliver12+hoursofprofessionaldevelopmenttoallinstructionalstaffonbrainscienceandlearning,includingexecutivefunctionsandself-regulation.
ProvideDialecticalBehavioralTherapy(DBT)groupsforstudentswhohaveexperiencedtraumaorstrugglewithemotionalwell-being.
ReviseStudentSupportTeamstructuresandpracticestoimproveidentificationandmonitoringofstudentsforMulti-TieredSupports.
Studentswhoaresub-proficient
2016-2017Strategies
Provideextensivetieredinstructiontosupportstudentswhostruggleacademically.Offerafter-schooltutoringwithfaculty.
Schedulestudentsintoadailyadvisoryperiodsothattheiradvisorcanhelpthembeginthedaywithaplantoachievetheirshort-andlong-termacademicgoals.
Provideonlineaccesstoteachergradebookssothatparentscanhelpmonitorandsupportstudents’academicprogram.
Studentsatriskofdroppingoutofschool
2016-2017Strategies
Deliveraschool-widesocial-emotionalskillscurriculumtosupportstudents’developmentofskillsthatimproveacademicpersistence.
ContinuetostrengthenthesystemofcommunicationbetweentheStudentSupportteamandthegrade-levelteams.
Studentswhohavedroppedoutofschool
2016-2017Strategies
Hold“FamilyMeetings”thatincludethestudent,theacademicteachers,thefamily,andtheprincipaltoidentifyanactionplantosupportthestudentatBART.
Coordinatewithoutsideproviders,suchastheBrienCenter,toprovidesocial-emotionalorfamilysupportsforstudents.
Studentsofcolor
2016-2017Strategies
Createopportunitieswithintheschooldaytorecognizeandcelebratestudents’culturalandracialdifferences.
Provide8+hoursofprofessionaldevelopmenttofacultyinbecomingmoreculturallysensitiveeducators,especiallyforstudentsofcolor.
Organizeacross-stakeholdercommitteeofstaff,students,parents,andcommunitymembersregardingdiversityandinclusiontoanalyzeschooldata,adviseonpoliciesandpractices,andrecommendschoolimprovements.
ContinuetostrivefordiversityamongBARTemployees,volunteers,andpartnerstoprovidestudentswithdiverserolemodels.
Studentswithahistoryofbehavioralinfractions
2016-17Strategies
Increasetheuseoffunctionalbehaviorassessmentsandbehaviorinterventionplanstocurbnegativebehaviorswithnewlyhired
30
APPENDIXC:SCHOOLANDSTUDENTDATABART’sschoolprofilecanbefoundatthefollowingsite:http://profiles.doe.mass.edu/profiles/general.aspx?topNavId=1&orgcode=04140305&orgtypecode=6&STUDENTDEMOGRAPHICANDSUBGROUPINFORMATION
Race/Ethnicity #ofstudents %ofentirestudentbody
African-American 52 14.6Asian 9 2.5Hispanic 24 6.7NativeAmerican 0 0White 256 71.9NativeHawaiian,PacificIslander 1 0.3Multi-race,non-Hispanic 14 3.9Specialeducation 75 21.1LimitedEnglishproficient 6 1.7Economicallydisadvantaged 152 41.9
ADMINISTRATIVEROSTERFORTHE2016-2017SCHOOLYEAR
Name,Title BriefJobDescription Startdate
Enddate(ifnolongeremployedattheschool)
ExecutiveDirector(0.8)JuliaBowen
Responsibleforoversightofacademicprogram,organizationalviability,andadherencetomission.
September,2003 June19,2017
ExecutiveDirectorJamesC.WhiteII
Responsibleforoversightofacademicprogram,organizationalviability,andadherencetomission.
June19,2017 N/A
HealthandWellnessCoordinatorErinEgan
Responsibleforoversightofhealthandwellnesscurriculumandsupports(physical,mental,
July,2015(JoinedBARTastheStudent
Adjustment
N/A
BehaviorInterventionist.
ContinuetoimplementspecifictherapiessuchasZonesofRegulationtosupportstudentswhodemonstratechallengeswithimpulsivity.
Continuetodevelopasetofrestorativedisciplinepracticesthatpromotebuildingrelationshipsamongstudentsandbetweenstudentsandteachers.
CodifyourcurrentpracticesandsupplementwithbestpracticesfromaPositiveBehaviorInterventionsandSupportssystem.
Partnerwithlocalcourtstoidentifyandrequireadditionalsupportstobeprovidedtothestudentandfamily.
31
ADMINISTRATIVEROSTERFORTHE2016-2017SCHOOLYEARemotional). CounselorinAugust,
2007)TechnologyDirector(0.5)J.P.Henkel
Responsiblefortechnologyinfrastructureandutilization(includingintegration).
August,2007 N/A
DataandAssessmentCoordinatorBrendanLonge
Responsibleforoversightandimplementationofallassessmentsystems.
July,2015 N/A
DirectorofSpecialEducationSusanLubell
Responsibleforentirespecialeducationprogramanddelivery.
July,2015(EmployedatBARTsinceAugust,2007,invariousotherpositions)
N/A
BusinessManager(0.5)MartiMellor
Responsibleforfinancialprocedures,budgeting,fundmanagement,facilitymanagement.
November,2005 March31,2017
BusinessManager,JuliaMarko
Responsibleforfinancialprocedures,budgeting,fundmanagement,facilitymanagement.
January,2017 N/A
CollegeReadinessCoordinator(0.5)KateMerrigan
Responsibleforoversightofallcollegeandcareercounselingprograms.
August,2014 N/A
GrantsCoordinator(.6)BrianO’Grady
Writingandreportingofallgrants June,2004 N/A
PrincipalAprilWest
Responsibleforallacademicinstructioninbuilding,includingsupervisionofteachers.
July,2013(JoinedBARTinAugust,2006,asa
teacher)
N/A
AssistantPrincipalandLearningServicesCoordinatorErinHattaway
Responsibleforsafeschool,positiveschoolclimate.ResponsibleforoversightanddeliveryofELLand504Plans,DCAPprocess.
July,2016(JoinedBARTinAugust,2012,asateacher)
N/A
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TEACHERSANDSTAFFATTRITIONFORTHE2016-2017SCHOOLYEAR Numberasofthe
lastdayofthe2016-2017schoolyear
Departuresduringthe2016-2017schoolyear
Departuresattheendoftheschool
year
Reason(s)forDeparture
Teachers
42
4
9
Contractnotrenewed(2)
Otheremployment(4)Retirement(1)
Movingoutofareas(3)Personal(3)
OtherStaff 28
6
3
Contractnotrenewed(1)
Otheremployment(1)Retirement(1)
Movingoutofarea(2)Personal(4)
33
BOARDMEMBERSFORTHE2016-2017SCHOOLYEAR
Name PositionontheBoard
Committeeaffiliation(s)
Numberoftermsserved
Lengthofeachterm(includingdateof
electionandexpiration)
JonathanButler Trustee FinanceandAudit
1 6/2016-6/2018
CindyBrown Trustee Charter&Accountability
3 8/2010-6/20126/2012-1/20151/2016-6/20172/2017-6/2020
MarnieClough Trustee Development 2 6/2013-6/20156/2015-6/2017
DianneCutillo Trustee Charter&Accountability
4 6/2006-6/20096/2009-2/20126/2012-6/201412/2015-6/20172/2017-6/2020
JenniferKerwood
Trustee Finance&Audit 1 8/2015-6/20176/2017-6-2020
BillMulholland Trustee(retired12/2016)
Charter&Accountability,Executive
2 6/2013-6/20156/2015-12/2016
ChrisPerkins Vice-Chair Charter&Accountability
2 6/2012-6/20146/2014-6/20176/2017-6-2020
BillPolk Trustee Governance,Finance&Audit
3 3/2011-6/20126/2012-6/20156/2015-6/2018
FredPuddester Treasurer Finance&Audit,Executive
2 6/2013-6/20156/2015-6/2018
GeraldineShen Secretary Development,Executive
2 6/2013-6/20156/2015-6/2018
PatriceSmith Trustee Development 1 1/2015-6/20166/2016-6/2019
BobStegeman Trustee Charter&Accountability,Governance
3 7/2010-6/20126/2012-6/20156/2015-6/2018
CharlesSwabey Chair All 3 12/2010-6/20126/2012-6/20156/2015-6/2018
34
APPENDIXD:ADDITIONALINFORMATIONREQUIREDKeyLeadershipChangesforthe2016-2017SchoolYear
Position NameBoardofTrusteesChairperson CharlesSwabey(Nochange)CharterSchoolLeader JuliaBowen,(July1,2016-June19,2017)CharterSchoolLeader JamesC.White,II,(asJune19,2017)AssistantCharterSchoolLeader AprilWest(Nochange)SpecialEducationDirector SusanLubell(Nochange)MCASTestCoordinator BrendanLonge(Nochange)StudentInformationManagementSystem(SIMS)Coordinator MartiMellor(Nochange)
EnglishLanguageLearnerDirector ErinHattaway(Nochange)FacilitiesBARThasnotrelocatedoracquiredanewfacilitywithinourdistrict.Enrollment
Action Date(s)
StudentApplicationDeadline March1,2018
Lottery March 1, 2018
ComplaintsTheBoardofTrusteesreceivednowrittencomplaintsinthe2016-2017schoolyear.
BARTCharterPublicSchoolOrganiza8onChart2016-2017
District/FacilityStaff
Execu8veDirectorJuliaBowen6/16/17
JamesC.WhiteII6/19/17
BusinessManagerJuliaMarko
FinancialAssistantKimberlyGoodell
DirectorofFacili8es(.7)NoahSnyder
Facili8esSupervisor(.5)JohnLeClair
DirectorofTechnology(.5)
JPHenkel
NetworkAdminChristopherTawes
Administra8veAssistantEmilyBrannan(.5)
GrantCoordinator(.63)BrianO’Grady
PrincipalAprilWest
DirectorofSpecialEduca8onSusanLubell
EnrollmentCounselor/Communica8onsCoordinator
(.8)
MoniqueNo`ke
DevelopmentDirectorLeahThompson
Recep8onistLizDaniels
Organiza(onChart2016-2017Instruc(onalTeam
PrincipalAprilWest
AssistantPrincipal(.5)ErinHaFaway
Administra(veAssistant
AmyShapiro-VanDusen
DeanofStudentsMaryGraceBrown
StudentSupportRoomMonitor
JamalAhamad
Health&WellnessCoordinatorErinEgan
SchoolCounselorChris(naDaignault
SchoolNurseAnnPfister
CollegeReadinessCoordinatorKateMerrigan
CollegeandInternshipPlacementCoordinator
StephanieMaselli
Teachers(32FTE,36People)
Subs(tuteTeachers(1FTE,2People)
DataandAssessmentCoordinator
BrendanLonge
LearningServicesCoordinator(.5)ErinHaFaway
Instruc(onalCoachesSeanKeogh(.5)AlexisDekel(.5)
Administra(veAssistant(.5)JenKupiec
37
Organiza(onChart2016-2017
SpecialEduca(onDepartment
DirectorofSpecialEduca(on
SusanLubell
SpecialEduca(onTeachers(3)
LearningAcademyCoordinators
AkilahEdgerton
AlanaMazza
ReadingSpecialist
ShannonFarley
Paraprofessionals
(5)
ContractedServices(OT,PT,Speech,TVI,BehaviorInterven(onist,etc.)
Administra(veAssistant
(.5)
JenKupiec