|
Over the past three years, the Youngstown City School District (YCSD) has been on a remarkable journey of academic and organizational renewal. Guided by our Academic Improvement Plan (AIP) and the principles of House Bill 110, our mission has been clear — to rebuild trust, restore local governance, and most importantly, accelerate learning and growth for every scholar in our care.
As we reflect on our work under Academic Distress Commission (ADC) oversight, one thing stands out above all: our district has changed the trajectory.
Building a Record of Growth
When this process began, we faced steep challenges — gaps in literacy, math proficiency, and chronic absenteeism rates. Today, however, those same indicators tell a different story.
● Early Literacy: 69% of our scholars in grades 2–3 met or exceeded growth expectations on the Acadience assessment — surpassing our 2025 goal of 63%.
● High School Math: 71.7% of students in Algebra I and Geometry met growth benchmarks, exceeding the 70% goal.
● Performance Index: Our Performance Index rose to 57.49%, far beyond our AIP target of 47%.
● Diploma Readiness: More than 97% of our graduating seniors earned at least two diploma seals, confirming our commitment to ensuring every scholar leaves prepared for the next step in life.
These results are not isolated wins — they are signs of a system taking root and gaining consistency
One of the lessons from this three-year journey is that accountability frameworks evolve. Our district faced increasing targets each year — benchmarks designed to stretch and sustain improvement.
The truth is, if the targets had stayed the same as last year, YCSD would have met nearly every one of them.
That statement isn’t about lowering standards; it’s about acknowledging the real growth happening across classrooms. The bar moved — and we moved with it.
Across the district, we’ve:
● Embedded Tier 1 differentiated instruction in every classroom.
● Expanded literacy and math labs that provide targeted intervention.
● Aligned professional development to the Science of Reading and inquiry-based mathematics.
● Implemented building-level data reviews that keep every school focused on growth and outcomes.
These strategies are part of our districtwide “One Plan,” ensuring that every decision — from curriculum to staffing — is connected to scholar success.
.
House Bill 110 was clear: when a district shows incremental progress over three years through an approved Academic Improvement Plan, the Academic Distress Commission should be dissolved.
We’ve demonstrated measurable progress across multiple benchmarks, and — more importantly — the capacity to sustain that progress through local leadership, educators, and community partnerships.
Continued external control no longer serves the purpose it once did. The structures, systems, and culture now in place are evidence that Youngstown is ready — ready to lead itself forward.
As superintendent, I am both proud and humbled by what we’ve accomplished together. The Academic Distress Commission era may be ending, but the real work — sustaining and deepening this growth — continues every single day. Consistency is our key.
Our scholars deserve a district that prioritizes long-term success over short-term gains.
With the collective commitment of our educators, families, and community, that is precisely what Youngstown City Schools will continue to do.
Jeremy J. Batchelor, Superintendent
Youngstown City School District
“One Vision. One Youngstown.”
| 
