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Data Analysis - Needs Assessment

PatternELAMathScienceSocial Studies
What trends emerge across grade levels, subgroups, and core content areas?
*All grade levels decreased their number of level 1 students *Our Lowest 25% performed lowest overall *All grade levels increased in proficiency overall (by almost 20%) *Increased proficiency 17 points since SY23
*Lowest 25% increased by 6 percentage points from SY24-SY25 *Increased 26 points since SY22 *Steady decrease of levels 1 and 2 scores from SY23-SY25
*Increase in proficiency year over year *Since SY 23 students earning level 5 are up 2% *Level 1s have decreased year over year
*Steady increase in proficiency from 55.7% in SY23 to 63.9% in SY25 *Grade 7 increased proficiency from 57.2% in SY23 to 64.2% on SY25 Grade 8 increased proficiency from 18.2% in SY23 to 54.5% in SY25
Which data component showed the most improvement? What new actions did your school take in this area?
Our English Language Arts department showed the most improvement. The new actions that were taken include ELL tutor push-in, small group rotations, coaching cycles, common planning, and small group interventions that targeted areas of deficiency in our students reading performance. Our students also attended before and after school programs, Saturday boot camp, and co-teaching programs with our ESE inclusion teachers.
Which data component showed the lowest performance? Explain the contributing factor(s) to last year's low performance and discuss any trends.
The lowest performance was in 8th grade science. The 8th grade students had a long term guest teacher in both 6th and 7th grade science due to ENM not being fully staffed during SY 23 and SY24. SY25 was the first year these students had a full time science teacher. Students and teachers worked hard to catch up on missed topics due to the lack of proper instruction in those two years.
Which data component showed the greatest decline from the prior year? Explain the factor(s) that contributed to this decline.
The students that showed the greatest decline from the prior year are our students in Algebra 1. In SY24, our students were 95.1% proficient. This decreased to 90.9% in SY25. Contributing factors include an increase in the number of students tested: 136 in SY24 to 159 in SY25. One of our Algebra 1 teachers was retiring and showed increasing disinterest in providing rigorous lessons and interventions. The ESE inclusion co-teacher was a first year teacher and needed guidance on implementing small group instruction and lesson planning.
Which data component had the greatest gap when compared to the state average? Explain the factor(s) that contributed to this gap and any trends. State data can be found here.
East Naples had a positive gap. The greatest gap in achievement was in 7th grade math. East Naples Middle School's seventh grade math students achieved 79.5% proficiency as compared to the state's 47% proficiency. Our 7th grade students out performed the state by 32.7 points! Contributing factors include implementing a rigorous ESE co-teaching program, consistent ELL tutor push-in, small group instruction and rotations, collaborative planning, data chats with both teacher and students, and math coaching cycles.
Rank your highest priorities (maximum of 5) for school improvement in the upcoming school year.
1. Professional development in planning for instruction of our ELL population. 2. Increasing proficiency in questioning strategies to encourage students to dig deeper into content. 3. Increasing academic vocabulary instruction and student attainment of academic vocabulary. 4. Increasing the number of teachers implementing academic rotations and hands-on learning in all subject areas. 5. Increasing proficiency in 8th grade science subskills 2 and 4 where the most students performed below the standard.

SIP - Areas of Focus

With the support of all stakeholders, every student will be successful at East Naples Middle School.
Our mission at ENMS is to provide an inclusive and innovative learning community in which we empower students to develop into productive members of society that demonstrate integrity and perseverance in all aspects of their lives.
By the end of the 2025-26 school year, ELA will increase the lowest 25 percentile from 63 percent learning gains to 66 percent learning gains by PM3.
(View Marzano Model)
Teachers pre-plan questions that align to Marzano's taxonomy to help students elaborate on content based on student mastery of the standards.
Action #1
Action Steps to implement evidence-based strategy:
Professional Learning: Participate in meaningful professional development targeting data analysis and developing increasingly complex questions related to the Florida Standards.
Person Responsible:
Instructional Staff
Progress Monitoring Evidence:
Implementing a schedule of professional development during collaborative planning. Lesson plan monitoring to ensure for data driven instruction.
Action #2
Action Steps to implement evidence-based strategy:
Planning: Formulate pre-planned questions that enhance student collaborative structures to ensure an increase in student learning gains of our lowest 25%
Person Responsible:
Instructional Staff
Progress Monitoring Evidence:
Lesson plans will be reviewed regularly during collaborative planning. Classroom observations will occur to ensure collaborative structures are aligned to the appropriate level of rigor according to Marzano's Taxonomy.
Action #3
Action Steps to implement evidence-based strategy:
Implementation of Evidence-Based Strategy: Instructors will implement the pre-planned questions and utilize data analysis to increase the complexity of questions throughout their lessons.
Person Responsible:
Instructional Staff, Literacy Coach
Progress Monitoring Evidence:
Administration will conduct informal and formal observations, hold pre and post conferences with instructors, as needed, and review lesson plans weekly to ensure fidelity of implementation.
Action #4
Action Steps to implement evidence-based strategy:
Measuring Impact: Attend collaborative planning weekly to ensure teachers are pre-planning questions that align with the expected rigor according to Marzano's Taxonomy. Data disaggregation will occur to measure the impact of complex questioning on student achievement.
Person Responsible:
ESE program Specialist, Instructional Staff, Literacy Coach, Administration
Progress Monitoring Evidence:
Progress monitoring exams, end of unit assessments, and student work samples.
Budget
Funding SourceFunctionObjectProjectBudget NarrativeFTEAmount
No data to display, enter information below then click the Submit button to the right!
We will increase the percentage of students making learning gains from 77% to 80%
(View Marzano Model)
Teachers pre-plan questions that align to Marzano's taxonomy to help students elaborate on content based on student mastery of the standards.
Action #1
Action Steps to implement evidence-based strategy:
Professional Learning: Participate in meaningful professional development targeting data analysis and developing increasingly complex questions related to the Florida Standards.
Person Responsible:
Instructional Staff
Progress Monitoring Evidence:
Implementing a schedule of professional development during collaborative planning. Lesson plan monitoring to ensure for data driven instruction.
Action #2
Action Steps to implement evidence-based strategy:
Planning: Formulate pre-planned questions that enhance student collaborative structures to ensure an increase in student learning gains.
Person Responsible:
Instructional Staff
Progress Monitoring Evidence:
Lesson plans will be reviewed regularly during collaborative planning. Classroom observations will occur to ensure collaborative structures are aligned to the appropriate level of rigor according to Marzano's Taxonomy.
Action #3
Action Steps to implement evidence-based strategy:
Implementation of Evidence-Based Strategy: Instructors will implement the pre-planned questions and utilize data analysis to increase the complexity of questions throughout their lessons.
Person Responsible:
Instructional Staff/Math Coach
Progress Monitoring Evidence:
Administration will conduct informal and formal observations, hold pre and post conferences with instructors, as needed, and review lesson plans weekly to ensure fidelity of implementation.
Action #4
Action Steps to implement evidence-based strategy:
Measuring Impact: Attend collaborative planning weekly to ensure teachers are pre-planning questions that align with the expected rigor according to Marzano's Taxonomy. Data disaggregation will occur to measure the impact of complex questioning on student achievement.
Person Responsible:
ESE program Specialist, Instructional Staff, Math Coach,
Progress Monitoring Evidence:
Progress monitoring exams, end of unit assessments, and student work samples.
Budget
Funding SourceFunctionObjectProjectBudget NarrativeFTEAmount
No data to display, enter information below then click the Submit button to the right!
Increase science proficiency from 51% to 54%
(View Marzano Model)
Teachers pre-plan questions that align to Marzano's taxonomy to help students elaborate on content based on student mastery of the standards.
Action #1
Action Steps to implement evidence-based strategy:
Professional Learning: Participate in meaningful professional development targeting data analysis and developing increasingly complex questions related to the Florida Standards.
Person Responsible:
Instructional Staff
Progress Monitoring Evidence:
Implementing a schedule of professional development during collaborative planning. Lesson plan monitoring to ensure for data driven instruction.
Action #2
Action Steps to implement evidence-based strategy:
Planning: Formulate pre-planned questions that enhance student collaborative structures to ensure an increase in student proficiency.
Person Responsible:
Instructional Staff
Progress Monitoring Evidence:
Lesson plans will be reviewed regularly during collaborative planning. Classroom observations will occur to ensure collaborative structures are aligned to the appropriate level of rigor according to Marzano's Taxonomy.
Action #3
Action Steps to implement evidence-based strategy:
Implementation of Evidence-Based Strategy: Instructors will implement the pre-planned questions and utilize data analysis to increase the complexity of questions throughout their lessons.
Person Responsible:
Administrators, ESE Specialist and Inclusion Teachers
Progress Monitoring Evidence:
Administration will conduct informal and formal observations, hold pre and post conferences with instructors, as needed, and review lesson plans weekly to ensure fidelity of implementation.
Action #4
Action Steps to implement evidence-based strategy:
Measuring Impact: Attend collaborative planning weekly to ensure teachers are pre-planning questions that align with the expected rigor according to Marzano's Taxonomy. Data disaggregation will occur to measure the impact of complex questioning on student achievement.
Person Responsible:
ESE program Specialist, Instructional Staff, Resource Teacher
Progress Monitoring Evidence:
Progress monitoring exams, end of unit assessments, and student work samples.
Budget
Funding SourceFunctionObjectProjectBudget NarrativeFTEAmount
No data to display, enter information below then click the Submit button to the right!
No response.
(View Marzano Model)
No response.
Budget
Funding SourceFunctionObjectProjectBudget NarrativeFTEAmount
No data to display, enter information below then click the Submit button to the right!
No response.
(View Marzano Model)
No response.
Budget
Funding SourceFunctionObjectProjectBudget NarrativeFTEAmount
No data to display, enter information below then click the Submit button to the right!
East Naples Middle School will increase parental attendance, at Title 1 Parent Involvement Nights, by 25% from SY25 to SY26.
(View Marzano Model)
Community resources and informational topics will be better coordinated in order to foster an increase in parental attendance.
Action #1
Action Steps to implement evidence-based strategy:
Scheduling community resource distribution (Collier Harvest Food Distribution) at the same time as Parent Involvement Nights. Provide healthy meals for participating parents. Improve communication and marketing (dialers, social media posts, and flyers) with our target audience.
Person Responsible:
Assistant Principal
Progress Monitoring Evidence:
Sign-in sheets to track attendance at the Title 1 Parent Involvement Nights
Budget
Funding SourceFunctionObjectProjectBudget NarrativeFTEAmount
No data to display, enter information below then click the Submit button to the right!

Schoolwide Program Plan (SWP) Requirements

This section must be completed if the school is implementing a Title I, Part A SWP and opts to use the SIP to satisfy the requirements of the SWP plan, as outlined in the ESSA, Public Law No. 114-95, § 1114(b). This section is not required for non-Title I schools.

Budget Document Uploads

File NameUpload Date
ENM - FY26 Use of Funds - Rev Alloca - 9-10-25 - Amend 1.xlsx 09/25/2025
1.

Provide the methods for dissemination of this SIP, UniSIG budget and SWP to stakeholders (e.g., students, families, school staff and leadership and local businesses and organizations). Please articulate a plan or protocol for how this SIP and progress will be shared and disseminated and to the extent practicable, provided in a language a parent can understand. (ESSA 1114(b)(4))

List the school's webpage* where the SIP is made publicly available.
* A webpage is not sufficient as the sole method of dissemination.

*SIP is shared with the School Advisory Committee (SAC) and SIP goals are shared in our staff and parent newsletter. *SIP goal progress is shared with stakeholders after each FAST progress monitoring assessment. *SIP goals are shared in English, Spanish, and Creole in our parent newsletter. Website: https://www.collierschools.com/domain/4756

2.

Describe how the school plans to build positive relationships with parents, families and other community stakeholders to fulfill the school’s mission, support the needs of students and keep parents informed of their child’s progress.

List the school's webpage* where the school's Family Engagement Plan is made publicly available. (ESSA 1116(b-g))
* A webpage is not sufficient as the sole method of dissemination.

Family engagement will be promoted through leadership and collaboration with all stakeholders. This will be done via: *Social Media *Parent Nights *Encouraging phone calls home. Positive and negative * https://www.collierschools.com/domain/4756

3.

Describe how the school plans to strengthen the academic program in the school, increase the amount and quality of learning time and help provide an enriched and accelerated curriculum. Include the Area of Focus if addressed in Part II of the SIP. (ESSA 1114(b)(7)ii))

Teachers will regularly use questions to help students elaborate on content, to increase student proficiency by at least 13% on the end-of-year assessments in core subject areas. This will by done through: *Academic labs *Before and After school programs *Saturday boot camp *Resource teachers *Instructional personal teaching a 7th-period assignment *Professional Development

4.

If appropriate and applicable, describe how this plan is developed in coordination and integration with other Federal, State, and local services, resources and programs, such as programs supported under ESSA, violence prevention programs, nutrition programs, housing programs, Head Start programs, adult education programs, career and technical education programs, and schools implementing CSI or TSI activities under section 1111(d). (ESSA 1114(b)(5))

•Collier County Public Schools implement a systematic and strategic approach to service delivery through the District Strategic Plan and the K–12 Comprehensive Reading Plan. The goals and objectives of each program and department are aligned with these overarching district plans. •Title I (Parts A, C, D), UniSIG, Title II (Part A), and Title IV are managed within the same department. These programs share administrative staff to ensure efficient oversight, coordination, budgeting, staffing, and monitoring. Informal communication and monthly administrative meetings support ongoing collaboration and alignment of efforts. •Leadership staff from Title I (Parts A, C, D), Title II, Title III, Title IV, Head Start/VPK, and Title IX programs meet monthly to coordinate services and participate in joint professional development aimed at improving program effectiveness. •Teaching & Learning (T&L) department meetings include program coordinators from IDEA, Perkins, Head Start, and Career and Technical Education, fostering cross-program collaboration. •The Title IX and Title I (Parts A and C) Coordinators work together to identify and support homeless children, assisting with registration and providing necessary services. Title I and the District jointly fund the Homeless Liaison, who supports homeless students across all schools. •Title I (Parts A and C) and Title III funds are coordinated to provide supplemental instructional support and resources to at-risk students.

CSI, TSI and ATSI Resource Review

Describe the process to review school improvement funding allocations and ensure resources are allocated based on needs. This section must be completed if the school is identified as ATSI, TSI or CSI in addition to completing an Area(s) of Focus identifying interventions and activities within the SIP (ESSA 1111(d)(1)(B)(4) and (d)(2)(C).

No response.

Reading Achievement Initiative for Scholastic Excellence (RAISE)

For the 2025-2026 school year, the criteria includes schools with students in grades three through five where 50 percent or more of its students, in any grade level, score below a level 3 on the most recent statewide English Language Arts (ELA) assessment; or progress monitoring data collected from the coordinated screening and progress monitoring system pursuant to s. 1008.25(9), F.S., shows that 50 percent or more of the students are not on track to pass the statewide, standardized grade 3 ELA assessment for any grade level kindergarten through grade 3; and at least 10 students must be present for both the second and third full-time equivalent (FTE) survey periods and must be enrolled at the time of the statewide, standardized testing.

Include a description of your Area of Focus (Instructional Practice specifically relating to Reading/ELA) for each grade below, how it affects student learning in literacy, and a rationale that explains how it was identified as a critical need from the data reviewed. Data that should be used to determine the critical need should include, at a minimum:

  • The percentage of students below Level 3 on the 2024−2025 statewide, standardized ELA assessment. Identification criteria must include each grade that has 50 percent or more students scoring below Level 3 in grades 3-5 on the statewide, standardized ELA assessment.
  • The percentage of students in kindergarten through grade 3, based on 2024−2025 coordinated screening and progress monitoring system data, who are not on track to score Level 3 or above on the statewide, standardized ELA assessment.
  • Other forms of data that should be considered: formative, progress monitoring and diagnostic assessment data.
1.

Grades K-2: Instructional Practice specifically relating to Reading/ELA

No reponse.
2.

Grades 3-5: Instructional Practice specifically related to Reading/ELA

No reponse.

School Advisory Council (SAC)

NameGroupEthnicityMigrant StatusDistrict EmployeeRoleStart of TermEnd of Term
Patricia Mendoza Parent Hispanic Non-Migrant No Member 8/26/2025 8/26/2026
Monica Chavez Teachers Hispanic Non-Migrant Yes Member 8/26/2025 8/26/2026
Edeline Davis Teachers Haitian Non-Migrant Yes Member 8/26/2025 8/26/2026
Melissa Desavigny Teachers Hispanic Non-Migrant Yes Member 8/26/2025 8/26/2026
Isell Garcia Parent Hispanic Non-Migrant No Member 8/26/2025 8/26/2026
Cynthia Gonzalez Parent Hispanic Non-Migrant No Member 8/26/2025 8/26/2026
Jackie Indriago Parent White Non-Migrant No Member 8/26/2025 8/26/2026
Janette Ramirez Parent Hispanic Non-Migrant No Member 8/26/2025 8/26/2026
Tonia Spangler Parent White Non-Migrant No Member 8/26/2025 8/26/2026
Maryann Gallegos Principal Hispanic Non-Migrant Yes Principal 8/25/2025 8/25/2026
Anita Rakoski Community/Business Hispanic Non-Migrant No SAC Chair 8/25/2025 8/25/2026
Jesse Barrett Community/Business White Non-Migrant No Member 8/25/2025 8/25/2026
Ana Ahlquist Teachers White Non-Migrant Yes Member 8/25/2025 8/25/2026
Cecil Spangler Parent White Non-Migrant No Member 8/26/2025 8/26/2026
Cynthia Padilla Parent Hispanic Non-Migrant No Member 8/26/2025 8/26/2026
Jesus Padilla Parent Hispanic Non-Migrant No Member 8/26/2025 8/26/2026
Rosa Juarez Community/Business Hispanic Non-Migrant Yes Member 8/26/2025 8/26/2026
Edlira Habilaj Parent Others Non-Migrant No Member 8/26/2025 8/26/2026
GroupNumber%
Community/Business316.7
Non-instructional Staff00.0
Parent1055.6
Principal15.6
Students (required for HS; optional for MS)00.0
Teachers422.2
The number of non-employees must be at least 51% of the total SAC membership.
NOTE: The Principal is included in the district employee count.
GroupNumberPercent
District Employee 633.3
Non-District Employee 1266.7
SAC membership must be representative (within 15%) of the ethnic, racial and socio-economic community served by the school. NOTE: The principal is NOT included in the demographic composition breakdown.
EthnicityNumber% SAC% Students
 00.00.0
Black15.915.7
Hispanic1058.862.6
Others15.99.1
White529.412.6
Date & TimeTitleLocationUploaded Files
Thursday, August 14, 2025 6:00 PMSAC Agenda 8.14.25Media Center
Thursday, August 14, 2025 6:00 PMSAC Minutes 5.01.25Media Center
Thursday, September 4, 2025 6:00 PMSAC Minutes. 8.14.25Media Center
Thursday, September 4, 2025 6:00 PMSAC Agenda 9.04.25Media Center
Date

Existing Uploads

File Name
Bylaws.docx