Vision & Mission Stakeholder Input

Vision: All graduates will be prepared for college, career, and civic engagement to make an equitable world a reality.

Slogan: Education for a just, sustainable, and peaceful world.

 

School Wide Goal:

As a founding member of K20 Changemaker Campus, Changemaker High School will embark on a joint venture with Prescott College and Mexicayotl Academy of Excellence to create an all-inclusive changemaker K-20 partnership in Tucson, Arizona that will weave primary, secondary, and higher education into an all-inclusive model to create the next generation of dual language social innovators and solution seekers.


2018-2019
EVALUATION TOOL & ORGANIZATIONAL GOALS
for Luis A. Perales, CEO
Institute for Transformative Education, DBA Changemaker High School

 

Criteria Best in Class Exceed Expectations Meets Expectations Below Expectations Unsatisfactory
Mission and Charter based leadership Expertly integrates and emphasizes mission and charter into all aspects of the organization and is reflected clearly in the school climate and culture Mission and charter are integrated into most aspects of the organization and is reflected well in the school climate and culture Mission and charter are integrated sufficiently into the organization and is reflected in parts of the school climate and culture Mission and charter are not well integrated into the organization and is not clearly evident in the school climate and culture Mission and charter are not integrated into the organization and is not evident in the school climate and culture
Goal 1:

Goal 2:

Update vision & mission statements to align with new k20 integration.

Develop long-term (5 year) strategic plan for the organization.

Financial Management &
Legal Compliance
Exceeds paid enrollment target by at least 5%; revenue above budget and expenses below budget; cash flow is more than 60 days Exceeds paid enrollment target by 1-4%; revenue at or above budget and expenses at or below budget; cash flow is more than 45 days Met paid enrollment target; revenue at budget and expenses at budget; cash flow is at least 30 days

 

Paid enrollment is 3-5% below target; revenue below budget and expenses above budget; cash flow is less than 30 days Paid enrollment is more than 5% below target; revenue far below budget and expenses far above budget; cash flow is less than 15 days
Goal 3:

Goal 4:

Goal 5:

Recruit & Retain a minimum of 127 students that provide an ADM of a minimum of 124.

Maintain a 90% student attendance.

Develop a holistic model for resource development.

Academic Program Fidelity

Within Title 1 Framework

Curriculum is expertly aligned to meet mission and student performance is 25% or more above schools serving similar student demographics Curriculum is effectively aligned to mission and student performance is 15-20% above schools serving similar student demographics Curriculum integrates mission and student performance is on par with school serving similar student demographics Curriculum lacks strong evident ties to mission and student performance is 15-20% below schools serving similar student demographics Curriculum has no connection to mission and student performance is near 25% or more below schools serving similar student demographics
Goal 6:

Goal 7:

Goal 8:

Increase 9-11 ELA proficiency by 11% compared to 2017-2018 AzMerit Scores.

Increase 9-11 MATH proficiency by 8% compared to 2017-2018 AzMerit Scores.

Increase 10 Science proficiency by 5% compared to 2017-2018 AIMS Science Scores.

Strategic Partnerships/ Community Relations Has successfully developed multiple partnerships to advance school’s ability to achieve mission and improve student performance. School is seen as an integral part of the community and parents are eager to contribute to school’s success Has successfully developed at least one partnership to advance school’s ability to achieve mission and improve student performance. School is seen as an important part of the community and parents involvement has increased Actively seeking partnerships to advance school’s ability to achieve mission and improve student performance. School is recognized as part of the community and parents involvement is steady. Maintains partnerships but does not seek new ones. School is not recognized as part of the community and parents involvement is dropping. Not actively seeking partnerships and current partnerships are weak. School is not recognized as part of the community and parents involvement is extremely lacking
Goal 9:

Goal 10:


Put into place the necessary systems to solidify and grow the K20 partnership as measured by the established MOUs.

Successfully enroll students in the K20 dual credit courses with a 75% of students receiving college credit.

 

Parent/Teacher/Student Satisfaction 90% of parents, students, and teachers grade the school A or B on all surveyed measures; 90% attendance at parent targeted events; 90% teacher retention and re-enrollment 80% of parents, students, and teachers grade the school A or B on all surveyed measures; 70% attendance at parent targeted events; 80% teacher retention and re-enrollment 75% of parents, students, and teachers grade the school A or B on all surveyed measures; 50% attendance at parent targeted events; 75% teacher retention and re-enrollment 50% of parents, students, and teachers grade the school A or B on all surveyed measures; 35% attendance at parent targeted events; 65% teacher retention and re-enrollment Less than 50% of parents, students, and teachers grade the school A or B on all surveyed measures; below 35% attendance at parent targeted events; less than 65% teacher retention and re-enrollment
Goal 11:

Goal 12:

Develop a parent engagement plan for the 2018-2019 school year.

Identify 5 parents to participate as committee members for the ITE BoD.

Criteria Best in Class Exceed Expectations Meets Expectations Below Expectations Unsatisfactory

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