- To drive educational reform;
- To assess school’s progress based on the following descriptors: not addressed, emergent, operational, and fully operational;
- To measure the degree of implementation of the Georgia School Keys;
- To measure the school’s performance on a regular day; and
- To assist in targeting and addressing areas for improvement in a school.
Based on the 11 Factors that influence What Works in Schools (Marzano, 2003):
School
- Guaranteed and viable curriculum
- Challenging and effective feedback
- Parent and community involvement
- Safe and orderly environment
- Collegiality and professionalism
Teacher
- Instructional Strategies
- Classroom Management
- Classroom curriculum design
Student
- Home atmosphere
- Learned intelligence and background knowledge
- Motivation
Operational Descriptors for the School Standard
a) Learning focus – The school mission, vision, goals and beliefs are obvious in the school and it is evident that the focus of the school is learning for students and adults.
b) Awareness of academic culture – Adults and students in the school practice the core beliefs and values of the school, the mission, and the vision.
c) Expectations – The expectations held for students and staff are high, but attainable. There is an expectation for assuming responsibility for one’s own learning and there are high expectations for staff professionalism.
d) Academic growth - Students demonstrate continuous progress in learning, extending, and refining their mastery of GPS and acquire and integrate growing levels of conceptual understanding and a capacity to use what they have learned with levels of independence.
e) Social growth - Students demonstrate a growing capacity for meaningful and mature social interactions with peers and adults representing diverse populations, including self-monitoring, self-control, empathy, and perspective.
f) Emotional growth - Students demonstrate growing levels of maturity as they progress through their education, including a maturing capacity for understanding their own motivation, evaluating and observing their emotional reactions, expressing and regulating emotions appropriately within varying contexts.
g) Relational growth - Students display a capacity for interacting positively and maturely with peers and adults, forming relationships as they mature that are increasingly productive, supportive, and positively nurturing and mutually enhancing.
h) Professional growth - Adults in the school as a learning community take advantage of opportunities offered by the school, district, community, and state to enhance their academic knowledge, insights into accountability initiatives, their mental, emotional, and physical health to promote positive relationships with all stakeholders.
i) Climate - Buildings reflect a feeling tone or atmosphere, created and sustained through the interaction of norms, values, relationships, structures, and interaction patterns among members of the learning community.
j) Culture - Buildings are communities of learning. Like all communities, they have norms, standards, practices, and rituals that guide and inform the interaction patterns of the members of that community, including students and adults. Culture includes the climate of the building. Additionally, buildings can reflect multiple sub-cultures, which may have unique or distinct norms, practices, and values separate from mainstream organizational culture.
8 comments:
Thank you for this information Kim! I have heard the word GAPSS used quite a few times around here and this post helps to clarify the purpose of GAPSS for me. I can now work the ideas from GAPSS and incorporate them into my curriculum!
When I saw that one of the elements to be “analyzed” in the GAPSS Analysis is “Building Culture,” it came to my mind that I don’t really see a unified building culture. I move around a lot from department to department and pod to pod with testing issues, and things are SO different from one spot in the school to another. Some places are quieter, some louder. Some pods have more movement going on, others less. I have to wonder if those who will complete the analysis will see the same thing. We all have such different styles of classroom (and by extension, hall) management that it’s hard for me to define our building culture.
That last "Anonymous" comment was from Ms. Haynes. Can't figure out how to make it non-anonymous yet!
I agree with Mrs. Haynes. As a whole i couldn't really describe an overall school culture for spencer.
I don’t really see a school culture as well. I also feel we need a much stronger discipline plan for Spencer. We also need a plan for real parent involvement. We rarely see a parent unless it is to complain about a child’s grade.
I do agree with the initiatives designed to make our students more successful. However, I would like to see some concrete immediate rewards for the students. The majority are working hard and on task.
I see emotional, social and relational growth in some of our students. I have a senior homeroom, and teach juniors, so for me, there has been growth from the beginning of the year until present. I see maturation in all of my classes; they seem to be more serious about their studies, and their respect for each other has elevated. Yes, there is always room for improvement, but that statement is true for all of us. I agree with Ms. Riley, lets reward our achievers.
The growth in my classroom is from my freshman students who have actually matured since the beginning. Not a whole bunch but a noticable amount. I agree with Ms Riley about rewards for our students. If a teacher states that they don't give (Example) candy for a reward its time maybe that they do. It's amazing how much a student will do for a Resses Cup.
CVitelli
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