Founding Impact
Yr 1: 2014
Founded
New position within the organization known as Culture Coach which has been 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 drive the school culture
at Propel Hazelwood.
Yr 1: 2014
Founded
SWPBS token economy using Dean’s List which has now been adopted by 4 other schools within the Propel
Schools district.
Yr 2: 2015
Developed
Developed scope and sequence for grades K-5 aligned to district assessments
Yr 2:Â 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 point 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 Checklist aligned to PA Core Standards
Yr 2: 2015
Developed
And implemented pathway position 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
Turnaround Impact
EVOLVE. INNOVATE. EDUCATE.
'20 - 21
Decreased
Chronic Absenteeism data - lowest across elementary schools within the district
'20 - 21
Improved
​Staff Wellness Survey - 96% Completion Rate
95% (41/43) Agree/Strongly agree feel comfortable approaching SLT
93% (40/43) Generally feel satisfied with being a member of Exceed
'20 - 21
Instrumental
In new reimagining strand set in motion focused on student wellness & the community
'20 - 21
Instrumental
In changing WSC language in By-Laws
'20 - 21
Established
8 Keys for Reopening - a principals' collaborative effort on equity
'20 - 21
Established
The 5 Point Plan for the network with Black Excellence, an affinity group
'20 - 21
Instrumental
In the increased visibility of governance (board meting notes, access to board meetings, etc.)
'19 - 20
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
'19 - 20
Decreased
Regrettable attrition to 12% from 16%
'19 - 20
Secured
5-Year Charter for turnaround school
'19 - 20
Instrumental
In creation of Hallmark of Instruction for the network
'18 - 19
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 NYSELAT Year over Year increase from 0% to 50%
'18 - 19
Transitioned
From K-2 Academic Director to Principal Resident, to Principal