Given these circumstances: In accordance with W.Va. Code §18-2E-5, the WVBE declared a State of Emergency for Pocahontas County Schools during its February meeting. The decision comes after the West Virginia Department of Education (WVDE) conducted a Special Circumstance Review of Pocahontas County High School(PCHS) in October 2024 at the request of County Superintendent LynneBostic.
Key findings include:
No process to develop student personal education plans (PEPs).
Student schedules were not prepared in advance of the 2024-25 school year.
School leaders lacked expertise and the necessary access to the West Virginia.
Education Information System (WVEIS) to transcribe grades and complete other important tasks.
The county did not provide adequate mentorship or support to assist the new high school principal transition into the new leadership role.
Insufficient security measures at the school led to inadequate safety supports.
Some special education processes and procedures did not meet state or federal standards and/or requirements.
Create a school improvement plan to address these findings.
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Results
Okay, here is a School Improvement Plan (SIP) framework designed to address the specific findings for Pocahontas County High School (PCHS), stemming from the WVDE Special Circumstance Review and the subsequent State of Emergency declaration.
Pocahontas County High School Improvement Plan
In Response to WVDE Special Circumstance Review (October 2024) and WVBE State of Emergency Declaration (February 2025)
Date: [Insert Current Date - e.g., March 1, 2025]
School: Pocahontas County High School (PCHS)
County: Pocahontas County Schools
Plan Duration: March 2025 – June 2026 (with ongoing monitoring and adjustments)
I. Introduction and Context
This School Improvement Plan (SIP) is developed in direct response to the findings of the West Virginia Department of Education (WVDE) Special Circumstance Review conducted at Pocahontas County High School (PCHS) in October 2024, initiated at the request of County Superintendent Lynne Bostic. The findings led to the West Virginia Board of Education (WVBE) declaring a State of Emergency for Pocahontas County Schools in February 2025, pursuant to W.Va. Code §18-2E-5. This plan outlines specific, measurable, achievable, relevant, and time-bound (SMART) goals and action steps to rectify the identified deficiencies and establish sustainable systems for school improvement, compliance, and student success. This plan requires collaboration between PCHS leadership and staff, Pocahontas County Schools district administration, and support from the WVDE.
II. Guiding Principles
Student-Centered: All actions prioritize student well-being, academic progress, and future readiness.
Compliance: Operations will adhere strictly to state (W.Va. Code, WVBE Policies) and federal regulations.
Capacity Building: Focus on developing the skills, knowledge, and systems needed for long-term effective school management.
Collaboration & Communication: Foster open communication and teamwork among school staff, county office, WVDE, students, parents, and the community.
Safety & Security: Ensure a safe, secure, and supportive learning environment for all students and staff.
III. Areas of Focus, Goals, Action Steps, and Monitoring
(Based on WVDE Key Findings)
Area 1: Personal Education Plans (PEPs)
Finding: No process to develop student PEPs.
Goal 1: Establish and fully implement a systematic, compliant process for developing, monitoring, and utilizing PEPs for all required PCHS students by the start of the 2025-2026 school year.
Action Steps:
Form PEP Committee: Principal convenes a committee (counselors, teacher leaders, special educators, county curriculum lead) to develop the PCHS PEP process. (Timeline: March 2025)
Research & Develop Process: Committee researches WVDE guidelines (Policy 2315) and best practices; drafts a clear, step-by-step process including timelines, roles, responsibilities, required documentation, and parent/student involvement protocols. (Timeline: April 2025)
Secure Resources: Identify and acquire necessary templates, software integration (if applicable within WVEIS or other systems), and guidance documents. (Timeline: May 2025)
Staff Training: Conduct mandatory training for all relevant staff (administrators, counselors, advisors/teachers) on the new PEP process, their roles, and documentation requirements. (Timeline: August 2025 - Professional Development Days)
Implementation: Implement the PEP process for all designated students according to the established timeline for the 2025-2026 school year. (Timeline: September 2025 onwards)
Monitoring & Refinement: Principal and PEP Committee regularly review PEP completion rates, quality, and adherence to the process; make adjustments as needed. (Timeline: Ongoing, quarterly reviews)
Responsible Parties: Principal, School Counselors, Teacher Leaders, County Curriculum Director, WVDE Liaison (for guidance).
Resources Needed: WVDE Policy 2315 guidance, training materials, staff time, potential technology resources.
Evidence of Success: Approved PEP process document; training agendas/sign-in sheets; completed PEPs for all required students documented in WVEIS or approved system; meeting minutes from monitoring reviews.
Area 2: Student Scheduling
Finding: Student schedules not prepared in advance of the 2024-25 school year.
Goal 2: Implement a structured, timely process for student scheduling that ensures all student schedules for the 2025-2026 school year are finalized and distributed prior to the first day of school.
Action Steps:
Establish Scheduling Timeline: Principal, counselors, and relevant staff create a detailed master schedule development and student scheduling timeline for the 2025-2026 school year, working backward from the school start date. Include deadlines for course catalog finalization, student course requests, master schedule building, conflict resolution, and schedule distribution. (Timeline: March 2025)
WVEIS Training/Support: Ensure staff responsible for scheduling (Principal, Counselors, designated staff) receive necessary WVEIS training and support for master schedule building and student scheduling modules. (Timeline: Immediate & ongoing as needed)
Develop Course Request Process: Implement a clear process for student/parent course selection based on graduation requirements, PEPs (once implemented), and available courses. (Timeline: Align with established timeline - typically Feb/March 2025 for 25-26)
Build Master Schedule: Utilize WVEIS effectively to build the master schedule based on course requests, staffing, and facility constraints. (Timeline: Align with established timeline - typically April/May 2025)
Review & Finalize Schedules: Review draft schedules, resolve conflicts, and finalize student schedules. (Timeline: Align with established timeline - typically June/July 2025)
Distribute Schedules: Distribute final schedules to students well in advance of the first day of school (e.g., during registration days or via mail/online portal). (Timeline: Align with established timeline - typically August 2025)
Responsible Parties: Principal, School Counselors, County WVEIS Coordinator/Support Staff, County Superintendent (for oversight).
Resources Needed: Clear timeline document, WVEIS access and training, staff time.
Evidence of Success: Approved scheduling timeline document; evidence of staff WVEIS proficiency; completed master schedule in WVEIS by deadline; documented distribution of student schedules prior to the start of the 2025-26 school year.
Area 3: Leadership WVEIS Expertise and Access
Finding: School leaders lacked expertise and necessary WVEIS access for critical tasks (e.g., grade transcription).
Goal 3: Ensure PCHS Principal and designated administrative/support staff have the required WVEIS access levels and demonstrate proficiency in performing essential tasks (including grade transcription, scheduling, reporting) by June 2025.
Action Steps:
Identify Needs: Principal works with County WVEIS Coordinator and WVDE support to identify specific WVEIS permissions and functionalities required for effective school leadership and operation. (Timeline: March 2025)
Request/Grant Access: County WVEIS Coordinator facilitates requests and ensures appropriate access levels are granted to the Principal and necessary staff. (Timeline: March 2025)
Targeted Training: Schedule and ensure completion of mandatory, targeted WVEIS training for the Principal and relevant staff focusing on identified areas of need (e.g., grading, scheduling, attendance, state reporting). (Timeline: April-May 2025)
Develop Internal Protocols: Create simple PCHS protocols outlining who performs specific WVEIS tasks and backup personnel. (Timeline: May 2025)
Verification of Proficiency: Principal demonstrates (or ensures designated staff demonstrates) ability to perform key tasks to the County Superintendent or designee. (Timeline: June 2025 & ongoing)
Responsible Parties: Principal, County WVEIS Coordinator, County Superintendent, WVDE WVEIS Support Staff.
Resources Needed: WVEIS access permissions, WVDE/County WVEIS training resources, time for training and practice.
Evidence of Success: Documentation of granted WVEIS access levels; training completion records; successful and timely completion of WVEIS tasks (e.g., grade reporting deadlines met); internal protocol document.
Area 4: Principal Mentorship and Support
Finding: County did not provide adequate mentorship or support for the new principal.
Goal 4: Implement a structured mentorship and professional development plan to support the PCHS Principal's transition and ongoing leadership development, effective immediately.
Action Steps:
Assign Mentor: County Superintendent assigns an experienced, successful principal (internal or external to the county, potentially facilitated by WVDE) as a mentor for the PCHS Principal. (Timeline: Immediate - March 2025)
Establish Mentoring Structure: Define expectations for the mentor-mentee relationship, including frequency of meetings (e.g., weekly initially, then bi-weekly), communication methods, and focus areas (instructional leadership, operations, compliance, WVEIS, safety, etc.). (Timeline: March 2025)
Targeted Professional Development: County Superintendent and Principal collaboratively identify specific professional development needs and create a plan for the Principal to attend relevant state/regional trainings (e.g., WV Principals' Academy, WVEIS workshops, school safety training, special education leadership). (Timeline: Plan developed by April 2025; implementation ongoing)
Regular County Check-ins: County Superintendent schedules regular (e.g., bi-weekly) check-in meetings with the Principal specifically focused on progress, challenges, resource needs, and support related to the SIP and overall school leadership. (Timeline: Immediate & ongoing)
Responsible Parties: County Superintendent, Assigned Mentor Principal, PCHS Principal, WVDE Leadership Development Support (if applicable).
Resources Needed: Funding/time allocation for mentor activities, professional development funds and release time, structured meeting schedules.
Evidence of Success: Documentation of mentor assignment and meeting structure; mentorship logs/notes; Principal's professional development plan and attendance records; County Superintendent meeting logs/notes; Principal performance evaluations reflecting growth.
Area 5: School Safety and Security
Finding: Insufficient security measures and inadequate safety supports.
Goal 5: Enhance school safety and security protocols and infrastructure at PCHS to meet or exceed state requirements and best practices by December 2025.
Action Steps:
Comprehensive Safety Audit: Contract with or request assistance from WVDE School Safety division, WV State Police, or a qualified third party to conduct a thorough physical security and procedural safety audit of PCHS. (Timeline: Audit completed by May 2025)
Develop Action Plan: Based on audit findings, Principal, county leadership, and a school safety team develop a prioritized action plan addressing identified vulnerabilities (e.g., access control, surveillance, communication systems, emergency drill procedures, threat assessment protocols, supervision plans). (Timeline: Plan developed by June 2025)
Implement Recommendations: Secure necessary funding and implement prioritised physical upgrades and procedural changes outlined in the action plan. (Timeline: Phased implementation July - December 2025, ongoing as needed)
Update School Safety Plan: Revise and update the official PCHS Crisis Response / School Safety Plan to reflect changes and ensure compliance with WVBE Policy 4373. (Timeline: September 2025)
Staff Training: Conduct relevant safety training for all staff (e.g., updated drill procedures, threat assessment awareness, emergency communication protocols). (Timeline: August 2025 PD Days & ongoing refreshers)
Review Supervision: Evaluate and adjust staff supervision schedules and assignments to ensure adequate monitoring of students throughout the school day and during events. (Timeline: August 2025)
Responsible Parties: Principal, County Superintendent, County Safety Coordinator (if applicable), School Safety Team, WVDE School Safety Division (for support/audit), Law Enforcement partners.
Resources Needed: Funding for safety audit and potential upgrades, training resources (e.g., ALICE), staff time for training and plan development.
Evidence of Success: Completed safety audit report; approved safety action plan; updated School Safety Plan; documentation of implemented upgrades/procedures; training records; improved drill logs; revised supervision schedules.
Area 6: Special Education Compliance
Finding: Some special education processes and procedures did not meet state/federal standards.
Goal 6: Ensure all PCHS special education processes, procedures, and documentation fully comply with IDEA and WVBE Policy 2419 by the end of the 2025-2026 school year, with significant progress demonstrated by June 2025.
Action Steps:
Request WVDE Technical Assistance: County Special Education Director formally requests targeted technical assistance and potentially a compliance monitoring review from the WVDE Office of Special Education. (Timeline: Immediate - March 2025)
Internal Review: County SpEd Director and PCHS SpEd staff conduct a thorough internal audit of current processes (referral, evaluation, eligibility determination, IEP development, implementation, progress monitoring, placement, procedural safeguards) and student files against Policy 2419 requirements. (Timeline: March-April 2025)
Develop Corrective Action Plan: Based on internal review and WVDE feedback/findings, develop a specific corrective action plan addressing non-compliant areas. (Timeline: May 2025)
Targeted Training: Provide mandatory, intensive training for all PCHS special education staff, relevant general education teachers, and administrators on Policy 2419, IDEA requirements, compliant IEP writing, progress monitoring, and required documentation. Training to be provided by County SpEd Director and/or WVDE specialists. (Timeline: June 2025 & August 2025 PD Days, ongoing as needed)
Implement Corrective Actions: Execute the corrective action plan, including revising local procedures, templates, and practices. (Timeline: Implementation begins June 2025, ongoing)
Establish Internal Monitoring: Implement a system for regular (e.g., quarterly) internal review of SPED files and processes by the Principal and/or County SpEd Director designee to ensure ongoing compliance. (Timeline: System established by September 2025; implemented ongoing)
Responsible Parties: County Special Education Director, Principal, PCHS Special Education Teachers/Staff, WVDE Office of Special Education (for support/monitoring).
Resources Needed: WVDE technical assistance/monitoring, Policy 2419 expertise and training materials, staff time for review and training, potential revision of forms/templates.
Evidence of Success: Documentation of WVDE technical assistance/monitoring reports; completed internal review findings; approved corrective action plan; training agendas/sign-in sheets; results of internal monitoring showing improved compliance rates; compliant IEPs and documentation.
IV. Overall Monitoring and Evaluation
Oversight Team: An oversight team comprising the PCHS Principal, County Superintendent (or designee), relevant County Directors (SpEd, Curriculum, Technology), and the assigned WVDE Liaison/Coordinator will meet monthly to review progress on this SIP.
Reporting: The Principal will provide monthly progress reports to the County Superintendent. The County Superintendent will provide quarterly progress reports to the Pocahontas County Board of Education and the WVBE/WVDE as required under the State of Emergency protocols.
Data Collection: Evidence of Success metrics for each goal will be systematically collected and analyzed by responsible parties and reviewed by the Oversight Team.
Plan Adjustment: The SIP will be reviewed quarterly by the Oversight Team and adjusted as needed based on progress, emerging needs, and feedback from stakeholders.
V. Communication Plan
Staff: Regular updates on SIP progress will be provided during faculty meetings.
Parents/Community: Updates will be shared through school newsletters, website postings, and presentations at LSIC (Local School Improvement Council) meetings.
County Board: Formal quarterly reports will be presented by the County Superintendent.
WVDE/WVBE: Formal reporting requirements under the State of Emergency will be met by the County Superintendent.
VI. Conclusion
Pocahontas County High School, in partnership with the Pocahontas County Schools district office and with support from the WVDE, is committed to addressing the identified deficiencies outlined in this School Improvement Plan. Through focused effort, collaboration, and adherence to this plan, PCHS will establish compliant, effective systems and foster a safe and supportive learning environment conducive to student success.
Note: This plan framework should be reviewed, refined, and formally adopted by Pocahontas County Schools leadership in consultation with WVDE. Specific dates within the timelines need to be inserted. The allocation of resources (funding, personnel) is critical for successful implementation and falls under the responsibility of the County and potentially requires state intervention support given the State of Emergency status.
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