Internal Review Team

This information was gathered in an interview with Andrea Williams, Principal of Theresa Bunker Elementary. In the past three years that Mrs. Williams has been principal of this school she has brought a strong focus onto using data to make appropriate instructional decisions as well as execute strategic planning to help the school progress. The implementation of the PLC process has helped the teachers to gain an understanding of how valuable data collection and analysis can be for their teaching practice. Looking at data also helps the school attain the yearly goals laid out by the district’s strategic plan. One of the first steps taken in developing a strategic plan for the school is to gather and analyze data in order to find the school’s strengths, weaknesses, opportunities for growth as well as any threats to the progress of the school. Early in the year the strategic planning team will review quantitative data collected from student achievement scores, attendance rates, discipline trends, financial records, transportation reports, and so forth. Depending upon the specific issue addressed in the planning process, these types of quantitative data serve to inform decision-making processes. The collection of qualitative data is also an integral part of best practices in development of a strategic plan. Qualitative data collection includes use of surveys, focus groups, and interviews with key stakeholder groups. It is important and useful to

The afterschool organization focuses on three area to ensure that their mission is carried out to its upmost potential. By maintain a student to staff ratio of 10:1, students receive the attention they need succeed. Firewall Centers provide a strong support system to better serve the students. Partnerships are formed with parents, teachers and school counselors so that everyone work cohesively for the better good of the students. The afterschool program is operated directly in public school across Broward County to ease communication and enhance liability. A committed relationship is formed between the students and the organization because the organization care for student from their 6th grade year to high school graduation.

Comprehensive Accountability system is in place to help WCSD 6 monitor the progress of improving loyalty. This system is tied to district goals. One way WCSD 6 uses this system to improve loyalty, according to the Reaching for Excellence report, is changing and starting a new “…district-wide communication plan with a continuing focus on open, honest, timely, and consistent internal and

The role of the central office in the Response to Intervention (RTI) change initiative at Florence Middle School (FMS) began when the superintendent requested the school board approve the positions of the middle school interventionists in the district. Prior to the 2014-2015 school year, two high schools and the three middle schools in the district requested interventionists in anticipation of the new accountability model from the Mississippi Department of Education (MDE). The new accountability model calculated a school’s academic performance according to students’ growth on state assessments from one year to the next. Therefore, in 2013-2014, the schools requested interventionists be added to their faculties to better meet the needs of struggling students with significant learning gaps. The school board was unable to approve this request because the district’s budget could not afford the expense of the positions.

Einhorn Yaffee Prescott (EYP) integrates quality assurance planning and quality control reviews into a single, pervasive professional culture of Quality Management. Documented in detail in the EYP Quality Management Plan, our procedures recognize that for every project our clients have a unique blend of objec¬tives—and un¬derstanding those objectives is critical to successful project delivery. EYP’s inter¬nal QC proce¬dures, therefore, begin in the planning stage of each project. In summary: (a) We work with the client to ensure a common understanding of the project scope.

Schools need to ensure that policies are in and that they are up to date and if they need amending

I have for the past 2 years worked in the areas of Human Resources - Payroll and currently as an Enrolment Officer - Distance School of Education. I have gained a board working knowledge of the Departments Administration policies, practices and procedures used in schools. I effectively use OneSchool on a daily basis to process new enrolments, updating of student information, running of students reports and timetabling. I also train my colleges in the utilisation of OneSchool to help them complete

They must be aware of the current state of the school, be imaginative in launching new and relevant initiatives in a way that can get the whole school behind the idea, be diligent in keeping track of these initiatives and their progress.

It is a strategy for monitoring special services. The goals will be review. The school district’s representative and the students will meet with the student’s parents to discuss the goals and objectives.

New and exsisting polices are put onto the school website for staff and parents to read through.Policies are important for the school to run effectively following goverment guidlines,they are important for Teachers ,students, parents so they can feel comfortable that theses are in place so there child is being taught in a safe caring environment.Teachers need to know that theses are in place for them to be able to teach in a school were they are covered are in there working enviorment e.g wage Policy ,Health and Safty, discrimination Policy ect. There is Daily e-mail to all staff each morning. The e-mail will highlight important events, remind you of tasks,and meetings.

USARPAC Internal Review Office (IRO) has a required/authorized staffing of one (1) civilian position. As a one-person office, the IRO serves as the singular point of contact for all command audits, both externally and internally, and is responsible for ensuring full audit and compliance requirements within USARPAC’s broad AOR. Furthermore, USARPAC required audit and compliance workload has expanded exponentially since 2011 with mandatory monthly testing conducted by the HQDA Audit Readiness efforts, growing compliance checking by DoD Inspector General (DODIG) and U.S. Army Audit Agency (USAAA), and increasing scrutiny by congress through the Government Accountability Office (GAO). Workload history shows individual internal audit and liaisons engagements (starts only) for FY15 totaling 29 and FY16 32. For YTD 1QTR and halfway through

“Seussical the Musical” by Lynn Ahrens and Stephen Flaherty was one of the school's biggest musical productions that have ever aired inside the school's auditorium. I took part as one of the lead pianists in the band, in which the band was responsible for accompanying the play with music. The lead pianist part involved some very dense and intricate parts to play with. This part became one of the most important roles in the whole musical, as it was used solely to accompany the most dramatic scenes of the show, and many band members and singers relied on the lead pianist parts to help orient them throughout. The lead pianist also must take the initiative to help the secondary pianists to help put them in better shape to play during rehearsals,

In analyzing OCS’s academic and organizational challenges, strengths and opportunities, the school uses a wide variety of data points and feedback from school based improvement committees. The findings of these committees are combined to formulate the annual OCS School Improvement Plan (SIP).

There have been recent surveys taken by School Recourse officers. Just over fifty-five percent of officers are responsible for only one school, another seventeen percent for two schools, and five percent for three or four schools. Thirty-eight percent of the officers are assigned to cover high schools; twenty-three percent cover middle schools, three percent cover elementary schools, and thirty-six percent cover combinations of schools. Seventy-nine percent of officers are working in open-ended assignments with nine percent working in schools as

In terms of role model effective collaboration, coordination, teamwork, and conflict management, Temple City Unified School District has enabled me to see how all