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Principals propose "student success" rooms and staffing plan to reduce classroom disruptions
Summary
Elementary principals told the board they are designing "student success rooms" in each school to provide data‑driven, tiered behavioral supports; they asked for a 7‑hour general‑fund para per room, about $5,000 per school for initial setup, district data integration and phased CPI training.
Elementary principals and district leaders presented a multi‑school plan to create on‑site "student success rooms" intended to reduce classroom disruptions and keep students in their home schools.
Principals described recent collaborative planning sessions during which they developed a common name, shared expectations and a tiered continuum of supports. The rooms are meant to be a proactive, in‑building option for students showing behavior needs prior to more intensive placements. Principals emphasized that the rooms must be driven by data, aligned across buildings and staffed consistently so expectations do not differ when a student moves between schools.
To implement an initial pilot, principals asked the board to consider funding a 7‑hour general‑fund paraprofessional position per school to staff the rooms, and roughly $5,000 per school in one‑time setup funds (dividers, sensory/calming tools, basic furnishings). They said some items will be ongoing (replacement sensory equipment) while the $5,000 figure represents initial setup costs and could change after piloting.
Administrators and principals identified several implementation requirements and risks: a reliable referral and tracking tool (discussion included PowerSchool add‑ons or a third‑party referral system used elsewhere), phased CPI de‑escalation training and coordination with the regional ESD for staff training, lead time for furniture procurement, and clear tier‑one classroom systems to avoid overreferral. They said community partners are being explored to place clinicians who could bill Medicare for therapy time in some rooms.
Board members and staff noted the district’s falling enrollment constrains hiring options and urged principals to continue leveraging existing staff; the superintendent’s office pledged support for the principals’ ownership of the project and requested the planning materials be posted for incoming superintendent candidates.
What’s next: principals will continue to refine data systems, training schedules and funding requests and return with costed proposals for the 2026‑27 budget cycle.
