Garrison Elementary A Community Commitment:

Five-Year Strategic Plan Proposal

Presented by Garrison PTA December 18th 2012

A Community Commitment: Executive Summary

When Garrison Elementary was included in DCPSs Consolidation and Reorganization Plan of November 13, the community rallied around the school in an unprecedented manner. Not only did parents, students, and teachers come together to fight for this neighborhood school, but the ENTIRE COMMUNITY united together to save Garrison. Two City Council Members. Advisory Neighborhood Commissions (ANCs). Community associations. Virtually every church in the neighborhood. Hundreds of Logan Circle and U Street residents. Citizens across the entire District. Friends and families nationwide. These groups and individuals were ALREADY there for Garrisonthis announcement proves how quickly the Garrison community can be mobilized into action to support the school and its students.

Garrison was in a growth stage and is now uniquely poised to move forward as a school built by and for its community.
The Logan Circle and U Street neighborhoods needs Garrison to educate our current children and the many children becoming school-age in the near future. Garrison needs DCPS to provide the funding and support to provide exceptional academic programs. DCPS needs more schools with solid community engagement and strong academic programs. Garrison is that school.

A beautiful accidenta perfect partnership. Garrison PTA + DCPS = DCs Next Favorite School!

A Common Goal
Our common goal is to increase enrollment at Garrison to the DCPS stated capacity of 350 while enhancing our childrens education experience and increasing proficiency in reading and math. Our proposal looks at ways Garrisons PTA, Principal and DCPS can work together to achieve our common goal by leveraging each others complementary skills and expertise.

We can achieve cost efficiency by capitalizing on existing resources (new Principal, diversity of neighborhood and student body, local heritage, grounds, etc.) and creating new resources (expanding community, partnerships).
Community input drove the proposal, and results in a school that is built by and for the community, therefore putting out a product that parents WANT. Most importantly, our proposal looks at ways to enhance our childrens educational experience, by grounding them in a supportive community, offering them the programs their families value, in an educationally appropriate and safe facility.

Our Future is Here Population Projections

In the next ten years, there will be a 45% population boom in children between the ages of 0 to 9, of which the greatest growth in this area will be K-5 school age children. Garrison and Seaton both must remain open to serve this population. Parents want to see a school with history and proven results, and other DCPS schools and charters cannot accommodate all these families.

Our Appeal is Proven

Interest in Garrison is on the Rise For Fall 2009 enrollment 15 lottery entries For Fall 2010 enrollment 61 lottery entries For fall 2011 enrollment 122 lottery entries For fall 2012 enrollment 146 lottery entries While DCPS may indicate that Garrison was not the first choice on many of these families liststhe fact that is was ON the list at all is significant. In 2009, Garrison was not on anyones radarbut it is now. Garrison has fast become a viable option. With DCPSs firm endorsement and our joint commitment, Garrison will become the next school no one can get into!

Our PTA Strong and Growing

Leadership: Parents, teachers, staff, community members Community Outreach:

Churches, businesses, community associations (LCCA, U street, Westminster etc)

Open houses; volunteer days; social media (Facebook, twitter) Events (Fall Festival, baseball clinics, Garrison Day) Fundraising: Caf Saint Ex: Chili Cook-off (raised $6000) Safeway program; Target program; Box Tops; Labels for Education; HomeMade Pizza Constance Whitaker Maffin Memorial Fund and Washington Architectural Foundation (WAF): helped secure pro-bono architectural and landscaping services from Newman Architects and LAB

Worked with Jack Evans office to secure $1M for grounds improvement
Mobilization Launched website in three weeks Hundreds of petition signatures, yard signs, written testimonies

Our Community - Invested

Generations of Students the parents and grandparents of many of our students attended Garrison themselves. Families have a long history with the school. Prospective Parents many people in the neighborhood with children who are not yet of school age attend activities at Garrison they already have a relationship with the school Community Partnerships - Strong relationships with Council Members Evans and Graham, Advisory Neighborhood Commissioners, Logan Circle Community Association, U Street Neighborhood Association, local churches, Kingman Boys & Girls Club, and more.

DCPS Already Invested in Garrison

Principal, Collin Hill - hired in summer 2012, Collin is a dynamic, engaged leader who accelerates learning and builds confidence in the school. Collin has a long history with DCPS he attended DCPS schools himself and his mother was a DCPS educator. He has taught many years at DCPS schools and served as Assistant Principal prior to coming to Garrison. Collin completed the New Leaders for New Schools program, a huge investment by DCPS an investment that can be paid-off at Garrison. New Leader graduates have proven results at DCPS (example: Superintendent Amanda Alexander (previous Ross) principal; McKinley Principal David Pinder; and Powell ES Principal Janeece Docal). Given the opportunity Garrison can show the same results. Enthusiastic Staff Staff are rated as effective or highly effective, and there is a great cross-section of veteran teachers and new talent. Garrisons retention of these teachers is 89%, much higher than the 75% system average Infrastructure: Target Renovated Library (August 2011) Renovated Autism Classrooms (Summer 2011) Programming: Early Stages (class added SY11-12) Tools of the Mind (implemented SY11-12) Target Literacy Grant (SY12-13)

**New Investments have not been in place long enough to have a profound affect on enrollment**

DCPS - Proven strengths

Neighborhood Schools: Students guaranteed spot; walkable elementary schools Programming: Early Childhood Education, International Baccalaureate, STEM, Dual Language School turnaround success stories: Ross Elementary, Tyler Elementary, Vetted Strategic Plan: Created through widespread involvement through Hopes and Dreams campaignpeople want DCPS to work System of Accountability: Principals -> Instructional Superintendents -> DCPS Central Office -> Chancellor -> City Council -> Mayor

DCPS + Garrison PTA + Community = Winning Strategy

Our Proposal Multiple Facets that Directly Support DCPS Strategic Plan
Engagement - continue engaging current and prospective parents and community to form solid base for growth in academic achievement, satisfaction, and enrollment Programming - conduct further probing and implement by 2013-14 (with view to add further program by 2014-15)

Full Modernization - immediate start, modular approach

Feeder System - address Shaw and Cardozo (temporary feed into Francis-Stevens for 6th to 8th grades) Recruitment and Retention - mix of growth from bottom up and lateral additions

About the Market Research

Launched on Wednesday, December 13th 2012 already received 120 responses - 40 prospective parents, 50 current parents, 30 community members Mix of collectors (survey channels) and Spanish version to ensure wide representation of our diverse population

Increased/decreased likelihood of enrolling/keeping child at Garrison/contributing to Garrison under 10 scenarios

Ranking of those scenarios and willingness to enroll/keep child at Garrison/contribute to Garrison if first 4 are realized.

Market Research - General Results

Four most important scenarios are Garrison is not consolidated with lower performing school Garrison is not moved to Seaton location Strong parental engagement and community support is maintained Commitment on full modernization by end of 2014 is given Followed by language programming being offered by 2013-14

Market Research - Parents who would enroll

Subsection of prospective parents who would enroll their child at Garrison if four scenarios are realized indicates Ranking of same four most important scenarios followed by language programming, but for this group full modernization is more important than for the other respondents Spanish (49%) or any language (22%) are most popular Music (64%) and STEM (68%) are popular integration program For 73% location was a crucial factor 68% want to know from open houses, 48% from social media and webpage 66% are in-boundary, 54% reside in Ward 2 and 37% reside in Ward 1

Engagement Second to None

Continue strong levels of parent and community involvement which lead to increased enrollment, satisfaction, and student performance: Regular PTA and LSAT meetings, support monthly Principal Chat-n-Chews, fun activities for families Hold more open houses for prospective parents Offer opportunities for meaningful involvement volunteering in library, room parents, buddy reading, mentoring Ensure access to information through website, social media, email newsletters, etc. Work with administration to regularly define goals and how community and the school can work together to jointly achieve

While still in our first year with Principal Hill, we are situated to create a vision for Garrison TOGETHER. We can build a community school from the ground up. Together we can determine programming and through modernization, design a building that is suited exactly for this programming. THIS is the type of engagement that makes parents excited!!

Supports Capital Commitment Goals 1, 4 and 5

Programming - Language
Language programming is crucial to enrollment and retention. We understand that immersion programs are most cost efficient language option. Discussions with Taylor and Washington Yu Ying indicate that Language programming could be implemented by 2013-14 We suggest that PS/PK to be added be an immersion class and one of four other PS/PK classes by shifted into a second immersion class to guarantee a K immersion class by 2014-15. Existing preschoolers could be offered fast track priority option to shift into PK quota of 2013-14 two immersion PS/PK classes Align the rest of the student population by offering same language as afterschool option (other options depending on funding/community support)

Supports Capital Commitment Goals 1, 3, 4 and 5

Programming - Integrated programming

Funded from increase in enrollment Introduced in 2014-15 or 2015-16 depending on enrollment trend Further research needs to be done on: costs possible programs (examples in Appendixes) vertical alignment with rest of feeder system effect on willingness to enroll/retention synergies with community programming after school hours potential for community funding/involvement

Supports Capital Commitment Goals 1, 3, 4 and 5

Full Modernization - Key Goals

Enhance educational experience of our students by having educationally appropriate, welcoming, ADA compliant, safe facilities.

Increase enrollment and retention as indicated by survey results.

Increase building capacity to host numbers projected for 2017 by reconfiguring space and adding a connecting floor onto the central part of the building. Capitalize on Garrisons unique green space and potential to become community centerpiece, to give Garrison a competitive edge over charter schools in the area, particularly in the event a STEM integration program were added (natural sciences aspect). Increases building desirability and therefore utilization by community (monetization of DCPS resources after school hours and on weekends) Ensure safety of students and community. Capitalize on Garrison sites history to complement curriculum DC-wide (cross fertilization with DCPS Phelps ACE High School site design competition for Camp Barker memorial)

Supports Capital Commitment Goal 4

Full Modernization Opportunity Outweighs Cost

Delaying modernization has a huge opportunity cost. Once parents do not select Garrison their children will be lost as additional DCPS students for their entire education (if these children get into DCPS schools already at capacity DCPS gets no incremental enrollment, hence no additional funding). Not modernizing Garrison now costs millions in lost revenue over the educational lifetime of student. 120 additional students x $8,500 (UPPF) x 15 years (length of compulsory education) = $15,300,000* This is a simplistic calculation for the purpose of illustrating why it should be DCPSs strategic priority to invest in schools like Garrison that have potential to increase enrollment numbers and space to accomodate that growth rather than schools with no potential for growth.

Full Modernization - Cost

Money that will need to be spent anyway if building is to be kept in inventory. Total of $13 million, $11.5 of which have already been earmarked $500K for complete Phase 1, Phase 2 and Grounds design package to be front-monied from DCPS $9.5 million for Phase 1 and Phase 2 modernization already allocated under capital budget (Appendix 15) need to be moved forward $1 million of approx. $3 million needed for Grounds already found - remaining to be found under City-wide Sustainable DC planning funds

pro bono/in kind sponsorships for ancillary elements of modernization to be raised by PTAled community (Caseys Trees, Kaboom, maintenance of sprinkler plaza, community engagement through fundraising gala, partnerships with local, national and international foundations)

Supports Capital Commitment Goal 4

Full Modernization Timing is everything!

This year, all DCPS needs to do to signify its commitment on full modernization to prospective and current parents is to issue an RFP for Complete Design Package based on the work already done by the community. This does not require a huge financial investment outside of the current $500k for Complete Design Package (Phase 1, Phase 2 and Grounds) needs to be front-moneyed this year. Many possible configurations thanks to:
modular building allowing staged modernization some spaces currently underutilized allow temporary aggregation ample space surrounding building allows safe storage of machinery and materials

Appendix - Modernization timing

Full Modernization - PTA-led community support

DCPS can count on PTA-led community throughout modernization implementation to:
ensure coordination with rest of strategy plan, particularly relating to grade composition and programmatic/educational needs ensure realization of communitys programmatic priorities and design vision as set out in Garrison Improvement Project (Appendix 17). This will ensure use by community and consequent monetization of resources. help ensure efficient use of resources, including by coordinating between District agencies ensure regular communication with community at large

Supports Capital Commitment Goal 4

Feeder System
The feeder system needs to be addressed as a matter of urgency to stop the hemorrhage of Garrison students from 3rd grade onwards (Appendix 3) To decrease the loss of enrollment while the feeder system is being addressed, our preferred option would be for Garrisons 5th graders to go to Francis-Stevens rather than Shaw @ Cardozo. Alternatively, Garrison would welcome the addition of one or more 6th grade classes. This allows for a year for details to be worked out about how middle school would fit into the Cardozo High School and a higher comfort-level by parents. Allowing students to attend FSEC for middle school rather than placing a middle school into Cardozo allows Cardozo to fulfill its prophecy while building enrollment for it in all schools from the ground up. This eventually leads to enough numbers to allow for rebuilding stand-alone middle school at original Shaw location. Vertical articulation in the feeder pattern is essential. With multiple schools having language programs, it is crucial that this be carried through the middle and high schools in the feeder. Further, we encourage regular partnering through the schools so families have an understanding of where theyre going and what is offered to them, therefore making them invested in the system.

Supports Capital Commitment Goal 3 and 5

Enrollment - Grade configuration

Additional PS/PK class (see Programming below for more on this additional class) supported by 2012-13 in-boundary waitlist numbers and space available for extra classroom at ground level Additional 3rd grade class (organic growth from this years 2nd grade), Shift one K class into an Inclusion class to retain Inclusion special needs population which at the moment needs to leave Garrison after PS/PK (Inclusion classes to be extended vertically to 5th grade, by shifting a regular class into an Inclusion class one grade per year over next 6 years to enhance education experience for all students - non special needs students would rotate in and out of the inclusion classroom) Additional PS/PK and additional 3rd grade increase capacity and enrollment each year.

Supports Capital Commitment Goal 5

Enrollment - Reducing barriers to entry

Make all early childhood classes PS/PK - its a best practice and reduces confusion due to multiple choices (no significant cost) Make vertically continuous Inclusion classes into a school wide enhancement of educational experience - not a puzzling choice (differential between cost of regular teacher and Inclusion teacher to be added to each consecutive year) Expand After School Programming MUST offer spaces in After School Programming to ALL ages. Inability to offer after-care to families drives them away from Garrison and to schools which can guarantee placement.

Full Modernization MUST be pledged immediately.

Supports Capital Commitment Goal 5

Enrollment Our Opportunities

Garrison is located between two very strong schools, Ross and Cleveland Elementary. The spillover from those schools has begun to hit Garrison and as their populations are expected to experience similar growth. They cannot accommodate the demand. Specifically, Ross's PS and PK classes are made up of 100% in-boundary students, and had a waiting list for these grades that included additional in-boundary kids. Ross can no longer receive any out-of-boundary students - Garrison is uniquely suited to serve them. DCPSs high-performing schools are becoming increasingly more difficult to get into by out-of-boundary students, and more parents are realizing if they invest and engage in rising schools, they can help build the type of school they want their children to attend. Garrison is perfectly situated to be this school, with capacity to serve both the inboundary population AND an out-of-boundary population. When the consolidation and reorganization plan is finalized and many elementary schools close, DCPS needs more elementary schools in the western Wards to accommodate the increase of out-of boundary applications (the going west syndrome). Garrison welcomes these students.

Supports Capital Commitment Goal 5

Enrollment Work the DCPS System

Team with highly sought-after schools on programming and events. Partnerships between Garrison and other schools such as Ross shows there is an investment towards continuous improvement and achievement. Target schools at capacity and schools on the closure list for enrollment. This recruitment effort begins at open housesclear endorsement of Garrison from school and parents leaders gets noticed. MUST evaluate reasons for drop-offs between grades: Drop between PK and Kis this because in-bound spot was not obtained for PK, and is now guaranteed entry in K? Drops starting after 1st gradeis this because of feeder pattern and parents began entering OOB lottery again in opes of obtaining a spot at a school that feeds into more desirable middle school?

Supports Capital Commitment Goal 5

Garrison Elementary - A Community Commitment: Were Committed, Are You?

We believe it has proven that Garrison should remain open and is on the cusp of going from good to great. In order for Garrison to succeed, at its first opportunity, DCPS must: Firmly state that Garrison has proven without a doubt that it deserves to remain open. Declare its support for Garrison and implementation of community recommendations Announce any programmatic additions/changes as soon as possible, so families researching schools for the PS/PK/OOB Lottery have the information they need. Be present at open houses to show its commitment to the school first-hand Garrison PTA supports a contract between the community and DCPS for shared responsibilities and actions, so the agreed-upon plan can be carried out despite any changes in leadership on either side

We can only solve our problem together! Thank you for your partnership

Table of Appendixes
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13. 14. 15. 16. 17.

Goals and Tactics (attached) Survey results SY 2012-13 Enrollment Enrollment projections Cohorts Evolution of waitlist (last 4 years) e.g. Music overlay program e.g. STEM integration program e.g. International curriculum program www.garrisonelementary.org Facebook Page Floor Plan (first floor) Floor Plan (second floor) Comparing 2010 Master Facilities Plan Modernization Timing Capital Budget Allocation Garrison Improvement Project

Appendix 1 - Goals and Tactics

Appendix 2 - Survey results

Appendix 3 - SY 2012-13 Enrollment

Appendix 4 - Enrollment Projections

Appendix 5 - Cohorts

Appendix 6 - Evolution of waitlist (last 4 years)

Appendix 7 - e.g. Music overlay program

Capitalize on Garrisons context - Duke Ellingtons house is around the corner and there is a resurgence of this areas musical/performance heritage (renovation of Howard Theatre). If Duke Ellington School of the Arts were relocated to Garnett-Patterson or other vacant DCPS building in the area, Garrison children could go there for music classes as part of the curriculum (instead of Fillmore which is further away). Duke Ellington students could get valuable teaching experience by teaching afterschool classes at Garrison Garrison could partner with Duke Ellington (students and staff) and the foundations, people in its sphere of interest to provide community programming (children and adult paying music classes) on Garrison premises. Possible source of income for Garrison (and Duke Ellington).

Appendix 8 - e.g. International curriculum program

Capitalize on wider context - DC is home to a wealth of international institutions and Garrisons neighborhood is increasingly international as demonstrated by Appendix X. International focus is one of the key elements in the Feeder System parents leaders proposal. DC Center for Global Education and Leadership is working on a Global Education curriculum that mobilizes the unique resources of the nations capital to help prepare a new generation of DC youth for life and careers in our culturally diverse, globally interconnected 21st century world. http://www.dc-cgel.org Because of its diverse student body and neighborhood, Garrison would be uniquely positioned to pilot this curriculum. Language classes for the community would fit into the International focus

Appendix 9 - e.g. STEM Integration program

Capitalize on Garrisons environmental context - unique access to vast grounds, proximity to DC museums Incorporate science and technology through Sustainable DC Projects (e.g. free solar roofs system, ideal for Garrisons flat roof that comes with science curriculum appropriate for elementary school students)

Capitalize on Garrisons existing dedicated science teacher

Leverage elements of Garrison Improvement Project natural sciences educational aspects (environmental classrooms, urban orchards, nature trails) More information needs to be obtained by http://www.dcstemalliance.com

Appendix 10 - www.garrisonelementary.org

Appendix 11 - Facebook Page

Appendix 12 - Comparing 2010 Master Facilities Plan

Appendix 13 - Floor Plan (first floor)

Appendix 14 - Floor Plan (first floor)

Appendix 15 - Capital Budget Allocations

Appendix 16 - Modernization timing

Appendix 17 - Garrison Improvement Project