Elevate. Innovate. Educate.
Founding Impact
Yr 1: 2014
Founded
Grades K-4, 2 classes per grade, built school-wide operational, instructional, and behavioral systems
Yr 1: 2014
Founded
New position within the organization known as Culture Coach which was adopted by 9/13 schools within the Propel Schools District
Yr 1: 2014
Implemented
Curricular: Eureka Math, Core Knowledge Language Arts, and Expeditionary Learning, which were all adopted district-wide the following school year.
Yr 1: 2014
Introduced
Pittsburgh to the Playworks organization, an Oakland-based national nonprofit
Yr 1: 2014
Founded
SWPBS Core Values of P.O.W.E.R and Learning Expectations of L.E.A.D.E.R. that drove the school culture
Yr 1: 2014
Founded
SWPBS token economy using Dean’s List which was adopted by 4 other schools within the Propel
Schools District.
Yr 2: 2015
Developed
The scope and sequence for grades K-5 aligned to district assessments
Yr 2: 2015
Led
Pittsburgh Public School and all other Propel elementary schools on the science 4th grade - PSSA 68.8%
Yr 2: 2015
Decreased
Absenteeism by 22 percentage points as published in A+ Schools
Yr 2: 2015
Placed 3rd
Out of 8 Propel elementary schools for percentage of scholars who met reading and math Measured of Academic Progress (MAP) projected growth goals
Yr 2: 2015
Implemented
A Standards-Based Report Card Checklist aligned to PA Core Standards
Yr 2: 2015
Developed
And implemented teacher pathway positions to expand educator impact
Yr 3: 2016
Increased
And maintained healthy scholar enrollment numbers through retention and recruitment
Yr 3: 2016
Implemented
Data talks with individual educators to discuss, create, and implement academic growth plans for individual scholars
Yr 3: 2016
Led
PPS district and sister schools: 68% of 6th grades scholars scored proficient / advanced on PSSA ELA
Yr 3: 2016
Increased
SPP score by 21 points (only school to see such gains), obtaining 2nd highest SPP score within the district in just 3 years
Turn Around Impact
Yr 1: 2018
Transitioned
From K-2 Academic Director to Principal Resident, to Principal
Yr 1: 2018
Goals Met
-
K-2 ELA Year over Year proficiency increase of 20 PP
-
K-2 ELA Year over Year decrease of scholars in the red zone by 10 PP
-
K-2 Math Year over Year proficiency increase of 10 PP
-
K-2 Math Year over Year decrease of scholars in the red zone by 10 PP
-
K-8 NYSESLAT Year over Year increase from 0% to 50%
Yr 2: 2019
Instrumental
In creating the Hallmark of Instruction, a core instructional document for the network
Yr 2: 2019
Secured
5-Year Charter for turnaround school that was previously granted a 3 year charter
Yr 2: 2019
Goals Met
-
3-5 ELA Year over Year proficiency increase by 10 PP
-
3-5 ELA Cycle to Cycle proficiency increase by 5 PP
-
3-5 ELA Cycle to Cycle decrease of scholars in the red zone by 5 PP
-
3-5 Math IA Year over Year proficiency increase by 10 PP
-
3-5 Math IA Year over Year decrease of scholars in the red zone by 5 PP
-
Decreased regrettable attrition from 16% to 12%
Yr 3: 2020
Instrumental
In changing WSC language in By-Laws
Yr 3: 2020
Established
8 Keys for Reopening Schools, Post Pandemic - a principals' collaborative effort on equity
Yr 3: 2020
Established
The 5 Point Plan for the network with Black Excellence, an Affinity group
Yr 3: 2020
Instrumental
In the increased visibility of governance (board meting notes, access to board meetings, etc.)
Yr 3: 2020
Instrumental
In new reimagining strand set in motion focused on student wellness & the community
Yr 2: 2020
Improved
​Staff Wellness Survey - 96% Completion Rate
-
95% (41/43) Agree/Strongly agree feel comfortable approaching SLT
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93% (40/43) Generally feel satisfied with being a member of school
Yr 3: 2020
Decreased
Chronic Absenteeism data - lowest across elementary schools within the district
Flagship School Impact
Enhanced
Yr 1: 2023
Codified
Systems for consistent Communication, Accountability, School Culture, and School Operations to raise the bar of excellence
Yr 1: 2023
Established
The vision for school-wide systems, CREED, Town Halls, PBIS Store to improve school culture.
Yr 1: 2023
Established
Coaching and supervision levers for SLT, Deans, Office Team, Teachers, Teaching Fellows, Teaching Assistants
Yr 1: 2023
Developed
And strengthened impact of SLT (Assistant Principal, and Educational Directors) through coaching and supervision leading to increased results in academic growth, attendance, enrollment, technology and other school-wide initiatives.
Yr 1: 2023
Launched
Grade Team Leads to build capacity among teachers, develop teacher leaders, create space for teacher voice
Yr 1: 2023
NYS Performance
NYS 3rd ELA 50% Prof./Adv. previous year 46%
NYS 3rd Math 52% Prof./Adv. previous year 47%
NYS 4th ELA 65% Prof./Adv. previous year 55%
NYS 4th Math 77% Prof./Adv. previous year 44%
NYS 5th ELA 65% Prof./Adv. previous year 37%
NYS 5th Math 66% Prof./Adv. previous year 36%
Yr 2: 2024
Yr 2: 2024
Yr 2: 2024
Strengthened
Staff Reliability: Increased staff attendance by reducing call-outs through proactive culture initiatives, data-driven accountability, and targeted supports
Yr 2: 2024
Positioned
School as a collaborative problem-solving hub by starting critical conversations across departments including SPED, PBIS, Operations, Social Work, and Teaching and Learning to drive aligned, sustainable solutions to district-wide challenges
Yr 2: 2024
Led
District in Wealth Builds initiative, achieving top-tier participation and impact outcomes
Yr 2: 2024
Achieved
Enrollment Targets: Successfully met Kindergarten enrollment targets for the '25-26 school year through targeted outreach, data informed recruitment and consistent accountability
Yr 2: 2024
Redefined
Talent Selection Process: Streamlined hiring creating a two-phase experience - accelerating decision-making and enhancing instructional quality screening
Standardized
Operational excellence by designing and implementing templates now adopted district-wide, driving alignment, efficiency, and system fidelity across campuses
Transparency & Trust: Developed a suspension communication protocol and email template that improved clarity, consistency, and stakeholder trust in response to egregious infractions