Fitzmorris Elementary is a neighborhood school that serves approximately 150 students (preschool through fifth grade) in Arvada, Colorado. We are a Title 1 school and receive federal funds to support our school needs. In the 2020-2021 school year, Fitzmorris’s free/reduced lunch rate was approximately 66%. Minority students make up approximately 41% of Fitzmorris’s student population and 10% of students are ELL students. Fitzmorris’s mobility rate is approximately 13%. Fitzmorris has two Autism Spectrum Disorder center classrooms which account for 20% of the student population. Additionally, almost 50% of our general education students are on IEP’s in addition to our students in our ASD center program. The enrollment at Fitzmorris has been steadily declining over the past several years.
Our families speak a variety of languages including Spanish, Nepali, Akan and Mandarin. Our families are also diverse in their educational backgrounds and jobs. We felt the impact of COVID on our family engagement. Family engagement had been increasing leading up to COVID. We will continue to focus on family engagement through our PTA, Parent Accountability meetings, and Parent Coffees.
Since the 2018-2019 school year, Fitzmorris has partnered closely with the CDE Turnaround Team as well as the Jeffco Turnaround Support Team (TST). In the fall of 2018 CDE conducted a diagnostic review to help identify the highest priority needs for the school. From this review, in collaboration with CDE, Jeffco TST, and the stakeholders at Fitzmorris, priority indicators were identified (Culture, Data Driven Instruction, and Observation Feedback Cycles). In the fall of the 2019-2020 school year, CDE and Jeffco TST collaborated with Fitzmorris to celebrate the move from Turnaround to Improvement and to explain the identification of Fitzmorris as an ESSA school falling in comprehensive status, meaning our achievement scores were in the lowest 5%. Again, both CDE and Jeffco TST supported Fitzmorris in the assessment of need and identification of improvement strategies. In the 2020-2021 school year stakeholder groups including the school instructional leadership team, CDE and TST met to analyze school data. It was elevated during this root cause analysis that performance had been declining in achievement for the past five years. An improvement in academic growth was observed in the past two years. It was also elevated that high staff turnover both in staff and administration and declining enrollment were factors in the schools current reality. Through this process the school's major improvement strategies were established.
This year, the 2021-2022 school year, we have engaged in collaborative process (with a variety of stakeholders) to utilize the data from state assessments, Acadiance K-3 and MAP K-5 as well as acknowledging the impact of our current reality with declining enrollment and budget deficits that led to beginning of year staffing changes to identify our root causes. Alongside CDE, TST and our instructional leadership team we identified our two major improvement strategies. The strategies were shared with the entire staff and the school accountability team for feedback and all were made aware of our ESSA status. These groups will progress monitor and provide feedback on the goals throughout the year.