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The Wake County Public School System (WCPSS) conducts a student survey in the spring of each year to determine the level of student engagement in and out of the classroom. Students who actively participate in their learning process generally experience higher academic achievement (Wang & Hofkens, 2020). The survey contains items from the Student Engagement Instrument (Appleton et al., 2006), which measures students' level of engagement in school on five domains: Teacher-Student Relationships, Control and Relevance of School Work, Peer Support for Learning, Future Aspirations and Goals, and Family Support and Learning. Additional items to measure three other domains were added to include Rigor, Civic Engagement, and Creativity. The survey results from 2022-23 can be used to identify areas of strengths and weaknesses so schools can proactively determine whether the environment is meeting the needs of students (Huang, 2019). The purpose of this report is to highlight key district findings from the 2022-23 survey administration. A total of 33,643 eligible students in grades 5-12 (33.3%) from 188 schools completed the survey during the administration period. The report examines survey domains, presents item-level results by grade level, and concludes by exploring item-level results across various student groups. Overall, most students reported positive perceptions of their school experience, although middle school students had lower rates of agreement on four of the eight student engagement domains; Teacher-Student Relationships, Control and Relevance of School Work, Civic Engagement, and Creativity. Among all domains, the highest percent agreement was for Future Aspirations and Goals and Family Support and Learning, both of which were more than 90%. Analysis by student groups revealed that African-American students had lower percent agreement for approximately 25% of the items in the survey. Detailed results are summarized in the subsequent sections of this report.

The Wake County Public School System's AIG 2019-22 Plan is designed to meet the academic, intellectual, social, and emotional needs of gifted and advanced learners with a focus on providing equitable access to AIG programming. To examine progress towards achieving the plan's goals, a descriptive study utilizing a variety of data sources was conducted. Emerging results from the District Nomination Local Norming Process are promising in addressing equitable access to AIG programming. Black/African American and Hispanic/Latino students were among the largest racial/ethnic subgroups nominated through this process. The goal of a 10% increase in underrepresented students identified was mostly achieved, but a similar goal for referred students was not. Related to comprehensive programming, the Talent Development (TD) program was also rolled out with 4th- through 6th-grade students. Specific to differentiated curriculum and instruction, the K-2 Science Nurturing Project lessons were completed and posted; however, teacher-reported usage was low. While Advanced Learning Services (ALS) and Academics staff planned for new math and English Language Arts (ELA) lessons for AIG and TD students in grades 3-8, these lessons were not created. Although the AIG 2019-22 Plan was not fully realized, there was a slight improvement in academic results. Seventy-nine percent of schools with an AIG subgroup met or exceeded expected growth for AIG students in grades 3-8 which represented an improvement from baseline. Demonstrated growth may be credited to the AIG processes and procedures already in place prior to the AIG 2019-22 Plan. Recommendations for improvement include: 1) fully implementing the District Nomination Local Norming Process, 2) consistently tracking the three nomination processes and TD students in a central database, 3) exploring the dissemination of the K-2 Science Nurturing Project lessons, 4) continuing cross-departmental collaboration to address 3rd-8th grade math and ELA instructional expectations and lessons, and 5) gathering experiential feedback from AIG and TD students and parents.

The Wake County Public School System's Student Engagement Survey is administered annually to measure students' perceptions of their learning experiences. This report is the first publication on student engagement results in the school system since 2018-19. Approximately 34,692 students from grades 5 through 12 responded in the spring of 2022 for a 34% response rate. The response rate decreased in the higher grades, dropping from 68.1% for grade 5 to 14.8% for grade 12. Due to low response rates for high school students, only grades 5 through 8 were included in this report. The general trend across survey domains is for percent agreement to remain stable or decrease with student grade level. Generally, percent agreement decreased slightly from pre-pandemic levels with a few exceptions. Details of the survey results are summarized in the report below. [For 2018-19 report, see ED606975.]

Wake County Public School System (WCPSS) SCORE Academy is an alternative learning high school composed of two distinct programs. SCORE Academy Re-engagement (A) serves students who are 16 to 21 years old and need to earn between one and 10 credits toward graduation. SCORE Academy Reassignment (B) serves students who have been reassigned by the WCPSS Discipline Review Committee (DRC) in lieu of receiving a long-term suspension. This report evaluates each program's outcomes. Qualitative data collected from staff and students within each program show evidence of strong, positive relationships. An examination of credit accumulation across school years shows evidence of the program's established goals being partially met. SCORE Academy A students who were enrolled in the program for five months or less in 2020-21 or 2021-22 earned, on average, two credits, thereby meeting the semester goal. Students who were enrolled for more than five months did not, on average, meet the yearly goal of four credits earned. In 2021-22, most of the students (86%) in SCORE Academy B were enrolled for five months or less and earned, on average, two credits, missing the goal of three or more credits. The official graduation rates for SCORE Academy in 2020 (48.9%) and 2022 (44.0%) exceeded the goal of 40%, and five-year graduation rates were higher, hovering around 60%. SCORE Academy B students who returned to their base high schools had comparatively lower graduation rates with no added value in examining the five-year rate. Based on these findings, recommendations are given to improve program transparency and adjust program goals.

In 2016, Wake County Public School System (WCPSS) senior leadership determined that students were not consistently engaged with content, instruction, or tasks that support the specific instructional shifts in the North Carolina State Standards and 4Cs (communication, collaboration, critical thinking, and creativity). After an internal review process, the district decided to adopt the EL Education curricula for Grades 3-8, Open Up Resources (OUR) for Grades 6-8, and the Mathematics Vision Project (MVP) for Math 1, 2, and 3. This report describes the implementation and goal outcomes of these curricula based on teacher and student survey data, as well as interviews with program staff across all grade levels. Generally speaking, teachers considered the new curricula to be of high quality, albeit many had concerns about their appropriateness for some students (e.g., struggling students, English Learners, etc.). Teachers consistently agreed that the new curricula gave all students ample opportunities to develop the 4Cs, and most believed they were able to implement their new curriculum with fidelity. Over time, teachers became increasingly comfortable in their ability to differentiate instruction within their new curriculum and felt less of a need for additional training and support. Most agreed that the resources provided by the district were valuable in supporting student learning, and that the implementation of the initiative had a mostly positive effect on students' outcomes. This report concludes with a discussion of the lessons academic staff have learned from the curricula rollouts, acknowledges how unforeseen challenges were handled, and makes recommendations for moving forward with future curricula rollouts. Recommendations include allowing adequate time for the rollout, involving all stakeholders, providing adequate time for students and staff to make adjustments, developing mindset shifts, providing ample supplementary resources to teachers, and developing a comprehensive strategy to rebuild and sustain the professional development infrastructure.

This report focuses on a competency-based grading initiative at Carroll Middle School. The initiative was implemented from 2018-19 to 2020-21 to address the lack of alignment between report card grades and End-of-Grade (EOG) test results and was designed to ensure consistent delivery of standards-based instruction, formative assessment, and grading. The report addresses changes in stakeholder perceptions over time and describes the instructional approaches used. The results show that while students' and teachers' satisfaction with the grading system improved, some parents remained unsure of how to interpret competency-based grades. Since EOGs were not administered in 2019-20 and results were influenced by low participation rates in 2020-21, we were unable to examine possible proficiency changes during the initiative's implementation. However, we were able to identify Carroll graduates in high school to examine their performance. We compared the grade point averages (GPAs), first quarter grades, and grade 9 retention rates of Carroll Middle School graduates to that of other freshmen in the same high school in Fall 2021. Results show that Carroll graduates did as well as students from other middle schools. These results suggest that Carroll should consider providing more support to parents to build understanding of the standards and grades, discuss ways for parents to support their children's learning in the competency-grading environment, and address parents' concerns about the interpretability of grades. School administrators should continue to support teachers in their competency-based grading efforts.

This report presents findings of the implementation of Communities in Schools (CIS) Success Coaches within five Wake County Public School System (WCPSS) middle schools during the 2019-20 and 2020-21 school years. End-of-year outcomes, including attendance rates and English language arts and mathematics grades, are examined and compared between the students on the Success Coaches' caseloads and similar students. Trends in outcomes across the years are largely inconclusive due to the onset of the COVID-19 pandemic during the 2019-20 school year, which significantly impacted the way students received services and connected with the school environment. Data collected from Success Coaches, students on their caseloads, and school principals suggest variability in implementation and services that could be due to a coach's skill set and the school's needs. Individual student reports indicate ways Success Coaches have made positive impacts, though the quantitative analyses show no discernable differences in outcomes between students on the coaches' caseloads and their counterparts. Recommendations are presented to continue progress monitoring and create a Memorandum of Understanding between CIS and WCPSS. [Cover title varies: "CIS Success Coaches in WCPSS, Implementing School Years 2019-20 and 2020-21."]

In response to inquiries about the roles of School Resource Officers (SROs), the Wake County Public School System (WCPSS) conducted a review of the SRO program using data from several sources: SRO referral and incident data; a survey of WCPSS students, staff, and members of the community; and data from focus groups. Two major themes emerged from the review: equity and the use of a law enforcement officer in an SRO role. While student incidents and number of referrals have been trending down overall since 2017-18, disproportionality in referrals remains a concern particularly for Black/African American and Hispanic/Latino students. Referrals have also shifted toward less punitive consequences over the past few years. Data from focus group discussions indicated some participants also felt that the disproportionate impact on students of color points to a need for change in the SRO program. Survey results showed positive perceptions of SROs, although some respondents indicated a need to reduce ambiguity in SROs roles (e.g., increase awareness of the role and function of SROs, etc.). Survey respondents also indicated a need for SROs to receive more training on working in a school environment. Respondents were in agreement that school administrators should have more say about which SROs are assigned to their schools. However, some participants in the parent/community members focus group felt that sworn law enforcement officers (i.e., SROs) should not have a role in schools. Like survey respondents, focus group participants mentioned a lack of definition and clear communication about the SRO role; this insufficiency might be driving the negative and ambiguous responses on SROs in the survey data. Participants in the focus groups indicated WCPSS has missed opportunities of intentionally building positive relationships between SROs and stakeholders.

This literature review is intended to provide an overview of the current research literature on the effects of early secondary school start times on student outcomes and to help inform decisions regarding options for future Wake County Public School System (WCPSS) start times. Even though research shows that getting sufficient sleep is critical for all students, sleep deprivation is prevalent among American adolescents. Early school start times are one of the primary hurdles secondary students face to getting enough sleep. As states and districts across the country deliberate adjusting school start times, current research suggests that pushing back secondary school start times (i.e., starting later) is an effective counter measure to combat sleep deprivation and to positively impact students' sleep patterns, physical and mental health, safety, and academic outcomes.

This report completes a three-year (2016-17, 2017-18, and 2018-19) quasi-experimental evaluation of the fidelity of implementation of the Capturing Kids' Hearts program and its impact on two outcomes, teacher-student relationships and student behavior within the Wake County Public School System (WCPSS). Findings from focus groups, teacher self-assessments, and classroom observations from Capturing Kids' Hearts schools and comparison schools suggest that Capturing Kids' Hearts is not being implemented consistently. Statistical significance tests show no difference in the desired outcomes between the intervention and comparison schools. These findings may be attributed to the fact that many WCPSS schools use similar strategies that fall under different names. In light of these results, the authors discuss implications for practice and policy within the district.

The WCPSS [Wake County Public School System] Student Survey is administered each year to measure students' perceptions about their learning experiences. Approximately 70,000 students from grades 5 through 12 responded in the spring of 2019. The majority of students had positive perceptions of their schools and teachers, were hopeful about their future, felt supported by their family, and had friends at school. Rates of agreement declined from 5th grade to 12th grade in response to items about Control and Relevance of School Work. In contrast to lower grade levels, students in higher grade levels had an increased level of agreement on four out of seven civic engagement statements. In addition, for some survey questions, there were differences in the extent of agreement between male and female students, and across ethnic groups. Details of the survey results by each domain are summarized in the report below.

The Elementary Support Model (ESM) was implemented in Wake County Public School System's (WCPSS) 12 lowest performing elementary schools. ESM is designed to improve teacher and student outcomes by addressing governance, staffing, professional development, resources, calendar and schedule, and provides leadership and instructional coaching. Qualitative methods were used to assess implementation and a quasi-experimental design was utilized to examine ESM's intermediate and long-term outcomes. The implementation of ESM in WCPSS was strong. ESM was also successful in meeting, or mostly meeting, its short-term goals related to professional development, coaching, and governance. Results related to intermediate and long-term goals were mixed. Three areas of strength were principal support to teachers, reduction of beginning teachers, and increases in the number of ESM schools meeting EVAAS growth; however, additional goals related to student outcomes were either only partially met or not met. Recommendations focus on strengthening implementation and continuing to monitor progress toward reaching program goals.

The WCPSS Student Survey is administered each year to measure students' perceptions about their learning experiences. Over 24,000 students in grades 5, 8, and 9 responded to the 51-item survey in the spring of 2018. Results by grade were very similar to 2017 survey results. The majority of students had positive perceptions of their schools and teachers, were hopeful about their future, felt supported by their family, and had friends at school. Rates of agreement declined from 5th grade to 9th grade, particularly in response to items about Control and Relevance of School Work. Additionally, for many survey items there were moderate to large differences (more than five percentage points) across racial/ethnic subgroups.

In a global economy, stakeholders need to keep themselves well-informed in terms of how their local schools perform when compared with schools across the country and around the world. In doing so, they will be able to consider how well their schools are doing in a larger context and identify strengths as well as areas to target for improvement. This report answers two questions: (1) How do Wake County Public School System (WCPSS) high schools do compared with the U.S. national and international averages? Also, how well are WCPSS students prepared for problem-solving, scientific reasoning; and (2) critical thinking? In answering these questions, the first part of this report focuses on the Programme for International Student Assessment (PISA) and the second on College and Work Readiness Assessment Plus (CWRA+). This report aims to open discussions on how teaching can best develop students' critical thinking and problem-solving skills. As WCPSS schools are committed to the Strategic Plan--Vision 2020, promotion of critical thinking and problem-solving skills will continue.

The Wake County Public School System (WCPSS) Student Survey is administered each year to measure students' perceptions about their learning experiences. Over 28,000 students in grades 5, 8, and 9 responded to the 50-item survey in the spring of 2017. Results by grade were very similar to 2016 survey results. The majority of students had positive perceptions of their schools and teachers, were hopeful about their future, felt supported by their family, and had friends at school. Rates of agreement declined from 5th grade to 9th grade, particularly in response to items about Control and Relevance of School Work.

In the spring of 2016 and 2017, a sample of juniors across all Wake County Public School System (WCPSS) high schools was administered a survey of financial literacy concepts as part of the College and Work Readiness Assessment (CWRA). The district administered this survey as education stakeholders have become increasingly interested in--and concerned about--the financial literacy of students who will soon enter college or the workforce. Key findings include: (1) roughly 23% of WCPSS' male students demonstrated high financial literacy compared with only 13% of females; (2) Asian and White students exhibited rates of financial literacy roughly double those of their Black and Hispanic/Latino counterparts; (3) prior achievement in math and reading was strongly associated with high financial literacy. Students meeting grade-level or college-ready benchmarks demonstrated financial literacy rates 2-3 times higher than their lower-achieving counterparts; and (4) the factors most strongly predictive of whether a student had high financial literacy were Academically or Intellectually Gifted (AIG) status, being male, and meeting college/career readiness benchmarks in 8th grade math. The results suggest that WCPSS should explore interventions that can help close gaps in financial literacy between male and female students and among racial/ethnic groups.

Following the recommendations of a 2013 instructional audit, the Academically or Intellectually Gifted department implemented a co-teaching instructional strategy in 41 volunteer schools starting in the 2014-15 school year. Implementation data and discussions with central office staff suggest that while implementation fidelity was relatively strong in the first year, it declined in 2015-16. Still, the first year of implementation offered evidence to guide any future co-teaching implementation. First, the "one teach, one assist" method of co-teaching was most frequently observed, suggesting that co-teachers may have defaulted to one of the less optimal instructional strategies under the model. Second, AIG teachers and co-teachers perceived the initiative similarly but differed on a few particularly meaningful survey items pertaining to the perceptions and role of the specialist. Third, AIG students and non-AIG students in co-taught classrooms were similarly engaged. Finally, students in co-taught classrooms significantly outperformed their non-co-taught peers in science, but not in math or reading.

Since 2014, the Wake County Public School System has implemented single subject acceleration (SSA) as a way to provide students with access to advanced mathematics courses. This report includes three main findings related to the implementation and impact of SSA. First, a disproportionately large percentage of male, Asian and academically/intellectually gifted students were nominated, qualified and accelerated compared with their female, Black and Hispanic/Latino counterparts. Second, roughly two-thirds of students who qualified for SSA in mathematics actually proceeded to take the accelerated course. Third, near the qualifying cutoff score, accelerated students performed similarly to their non-accelerated counterparts, suggesting that SSA had no significant achievement effects--positive or negative--for students who were accelerated. We recommend that staff expand the visibility of SSA in order to inform more diverse populations, identify potential causes of non-acceleration among qualifiers, explore options for assessing content-level mastery, and maintain the 80% qualifying CASE [Collaborative Assessment Solutions for Educators] score for SSA mathematics.

The Effective Teaching Framework (ETF) initiative was designed to provide a common language and lens for understanding the skills, strategies, and resources needed for teachers and school leaders to create an optimal learning environment for all students. ETF training consisted of six full days of training for principals, assistant principals (APs), and selected Central Services staff, as well as an abridged version (24 hours) for Instructional Resource Teachers (IRTs). Beginning and mentor teachers also received some training. Training was provided to all cohorts as planned. Generally, the training sessions were well-attended and highly-rated by the participants; in 2015-16, 92.7% agreed it helped them become more effective in their roles. The trainings were supplemented by an ETF website that provided a wide range of online resources. However, the website was underutilized, with only 26.3% of teachers indicating that they used the website to improve their teaching. In most cases, implementation of ETF was limited to individuals applying their learning to classroom observations and teacher evaluations. Based on focus group interviews with APs, barriers to school-wide ETF efforts included: a) confusion about expectations for orchestrating an ETF "rollout" at their schools, b) lack of communication and follow-up from Central Services staff, c) leadership changes, d) lack of communal training and planning time among the schools' administrative teams, and e) lack of grassroots support for the initiative at the school level. While training quality was high, building stronger buy-in before implementation, communicating clearer expectations, and implementing structures to support long-lasting roll-outs at the school level are recommended.

The Teacher Leaders Corps had many strengths and was fairly successful in reaching its implementation and short-term goals. Central training quality was considered strong and attendance rates were high (especially in Years 1 and 2). Of those who began the TLC work in 2013-14, approximately 60% participated all three years. At the school level, about half of the intended dissemination events took place. Professional learning sessions emphasized use of various digital resources. Discovery Education resources were available to all schools and provided evidence that online resources were utilized by teachers and students. DE utilization was higher in Year 1 than in Year 2 or 3; and teachers utilized DE more than students. Decreased use of DE after Year 1 could reflect less interest or an increase in digital resources available to schools. TLC members utilized technology appropriately and in a variety of ways based on classroom observations. The school team model utilized in TLC provided a better opportunity for sustaining the effort than training sessions with no follow-up. Ways to further increase the likelihood of implementation, impact, and sustainability in schools include putting structures in place at the central and school level to facilitate and monitor teacher implementation and to provide more coaching for teachers.

This is the third and final of a series of evaluation reports the Data, Research, and Accountability (DRA) Department has conducted on the Communities In Schools (CIS) Graduation Coach program within the Wake County Public School System (WCPSS). In 2015-16, Graduation Coaches served approximately 600 students across eight WCPSS elementary, middle, and high schools. Of these program participants, 62% met the selection criteria for attendance, behavior, and/or academic areas of need which were established by WCPSS and CIS Wake staff for students. Students were most often served for academic reasons. Within all areas, students who met the selection criteria were more likely to meet the corresponding goals compared to students who did not meet the criteria. However, results also show that program students who met the selection criteria had similar outcomes to students who also met the selection criteria yet were not served by Graduation Coaches. Thus, effectiveness of the program's services was not evident. The program is funded by the district at $350,000 annually. Should WCPSS continue this program, DRA offers the following recommendations: 1) broaden the behavior selection criteria and serve students who meet the attendance, behavior, and/or academic criteria; 2) provide services that are more intensive and directly related to students' needs; and 3) improve the tracking of service-delivery data.