Entry plan revised 2

INTRODUCTION This Entry Plan is designed to create a framework for the first 180 days of my work as Superintendent of Schools for the Orleans Parish School Board. The plan is based on my current knowledge of the school district, on research of best educational practices, on my experience as an educational leader, and on the established Vision, Mission, Motto, and Strategic Goals and Priorities of the Board.

Vision Statement The Orleans Parish School Board (OPSB) is committed to creating the nation’s best school system by utilizing creative, innovative, and 21st century programs to produce graduates of unparalleled quality, thereby improving the lives of students from all socioeconomic backgrounds.

Mission Statement The mission of the Orleans Parish School Board is to provide quality learning environments that promote excellence and engage the family and community in the support of student achievement.

Motto Success is the Only Option.

Strategic Priorities 1. Build an academic infrastructure for teaching and learning that transforms the Orleans Parish Schools into a world-class educational system.

2. Dedicate maximum resources to classrooms, so that the Orleans Parish Schools will become a leader in educational innovations.

3. Ensure that all schools and school children are in safe and disciplined environments.

4. Provide diverse, excellent academic opportunities for all city children and open options and choice for all students.

5. Develop a stringent accountability system to hold people responsible for performance. Develop mechanisms to attract, train, promote, honor, and retain quality educators “who put children first”.

6. Ensure fiscal solvency and assure maximum educational funding.

7. Maintain effective communication among School Board members and administrators, and set a tone of mutual respect.

8. Curb high student dropout rates by addressing students’ social and emotional health.

9. Provide world-class facilities offering 21st century technology in every classroom.

10. Establish productive working relationships with state and city leaders.

11. Maintain an effective administrative team, while establishing long-range operational plans for a portfolio management system.

12. Support and monitor the effectiveness of charter schools under the aegis of the School Board and ensure good customer service through: a. Academic excellence in the state accountability system b. Clean financial audits c. Qualified personnel d. Adherence to all requirements of the state In order to chart a new pathway for this district, my transitional 180 days will focus on listening, learning, planning, synthesizing, progress monitoring and evaluating current operations, with a critical eye toward any obstacles in the way of implementation of the district’s Vision, Mission, Motto, and Strategic Priorities. This proposed entry plan will be formalized following further discussions with School Board members, staff, and community focus groups at the outset of my transitioning into the role as Superintendent of Schools for Orleans Parish.

FOCUS GOALS This entry plan establishes specific goals organized around the following five areas in order to prepare for implementation of the district’s vision, mission, motto, and strategic priorities.

Governance To develop a highly effective governance structure with a strong relationship of mutual respect between the Superintendent and School Board so that the focus will remain on academic success for all students.

Organizational Structure To examine the current organizational hierarchy and its effectiveness in preparation for transitioning the district to method of portfolio management.

Student Achievement To align efforts in providing a quality education for all students in order to meet the goal of graduating all students college and career ready.

Operations and Finance To scrutinize the district’s effective utilization of financial resources to provide a quality and equitable education while maintaining fiduciary responsibility

Community and Public Relations To rebuild the public’s confidence in the public school system.

Governance G overnance It iiss my goal goa oall to develop devel elop lop p a highly hig ighl hlyy effective eff ffec ecti ec tive vee governance gov over errna erna nanc ncee structure nc stru st ruct ctur uree ur with a strong relationship of mutual respect between the wi Superintendent and School Board so the focus will remain on Su academic success for all students. This will be accomplished ac through: th a Strategic Plan Development Committee • Establishing E comprised of Board members and other stake-holders that will c address a 5-year commitment to achieving district priorities a through specific and annual action plans t regular and designated meetings with School Board • Scheduling S officers, committee chairs, and individual members o

Governance continued…

• Introducing communication protocols with members of the Board, with on-going evaluation of effectiveness • Developing and utilizing an eGovernance structure/system to facilitate meetings and development of policies • Updating existing Board policies, aligning them to reform measures, operational priorities, and current state laws and accountability protocols • Analyzing progress in the district with respect to the Bureau of Governmental Research’s The Accidental Steward (April 2013) to determine next steps • Maintaining regular communication with and attending Board meetings of district charter schools and those eligible to return to the Orleans Parish Schools • Attending community functions with Board members • Supporting School Board priorities during the upcoming legislative sessions • Developing and implementing on-going training for Board members as required by state law • Addressing any and all issues deemed by Board members to require the Superintendent’s immediate attention

Organizational Structure It is my goal to examine the current organizational hierarchy and its effectiveness in preparation for transition to a method of portfolio management. This will be accomplished through: • Meeting with former Interim Superintendent and the Chief of Staff to determine the current processes for communication and decision-making • Requiring each Deputy, Chief, and Executive Director to provide a list of current responsibilities, major initiatives underway with a status report on implementation for each initiative • Scheduling regular meetings with each Deputy, Chief, and Executive Director for the purpose of oversight of academic progress and business operations • Conducting an organizational review of each department to gauge effectiveness, functionality, and efficiency • Establishing in concert with Deputies, Chiefs, and Executive Directors standards, expectations, and protocols for day-to-day operations in each department which support accomplishment of district priorities • Developing a departmental dashboard for each department to assess on-going alignment with support for teaching and learning • Restructuring, where necessary, to support the vision, mission, motto, and district priorities • Beginning training for administrative staff in methods of portfolio management

Student Achievement evement It is my goal to align efforts in providing a quality education for all students in order to meet the goal of graduating all students college and career ready. This will be accomplished through: • Meeting with the Chief of Staff taff and the Chief Academic Officer fficer to gain a deeper understanding ing of instructional programs currently ently in use within the district and d scheduling regular meetings to monitor academic progress • Scheduling on-going meetings gs with the district’s instructional nal team to discuss academic progress, establish academicc goals, and identify support(s) s) necessary for schools within n the district • Conducting academic, technology-based audits of purchased programs and materials, establishing protocols ocols to review programs and materials erials for effectiveness in improving ng student achievement • Scheduling on-going meetings gs with principals and school leaders eaders off both both bo th district dis istr ist tric ict ct and an nd charter ch haarrtteer schools sccho scho hools olls to to discuss dis isccu uss ss successes su ucccceesssseess and and nd challenges, to determine needs, eds, and to to establish essttab ablish h protocols prot ro otoco tto oco cols ols ls for for support sup uppo p rrtt po • Conducting regular school visits and walkthroughs wal alk ktthr hrou ough g s to gh o evaluate eva valu luat lu a e the at tth he implementation iim mp pllemen entati tati t on on of of the th he district’s disttri di rict ct’s ct ’ss academic program with regard ard to thee rigor rigo ri gor off the thee high hig igh h academic acad ac ad dem mic i standards sttaand ndar ard dss • Examining the results of teachers’ achers’ evaluations evvalu luat lu atio ions ns as as compared comp co par ared ed to to teacher t ac te ache herr effectiveness eff ffec ecti tive vene ness ss based based on on student stud den e t performance and holding evaluators aluators accountable accou acc ount ntab able le for for large large ge discrepancies; dis i cr c ep pan anccies;; examining exam ex amin inin ingg the th results result l s of principals’ evaluations as compared based mpared to school h l effectiveness ff ti b d on student t d t performance f and d holding h ld ldii evaluators accountable for large arge discrepancies • Determining the root causes for current low performing schools; developing a course of corrective action by establishing school turnaround zones • Implementing a data warehouse to support efforts to improve student achievement • Developing an academic calendar and other opening of school activities for 2015 – 2016 school year • Developing academic metrics which will be utilized to monitor and evaluate teaching, learning, and environments at all schools in the district

Finance and Operations It is my goal to scrutinize the district’s effective utilization of financial resources to provide a quality and equitable education while maintaining fiduciary responsibility. This will be accomplished through: • Scheduling meetings with the Chief Financial Officer cer and an nd the the Chief Ch Ch hie ief Operations ie ief Oper Op erat atiions ions Officer Offi ffice cerr to ce to gain gaaiin an a understanding of the day-to-day operations of the departments dep partmen nts and and identifyy areas for improvement impr im p ov pr ovem emen entt • Conducting a review of financial reports, budgets, audits, and grants to gain an understanding of budget appropriations and to determine if a need exists for an internal audit upon my transitioning to Superintendent • Establishing a budgeting process that clearly defines how schools are financed, allowing school leaders to take an active role in the budgeting process • Enacting internal financial protocols and annual audits of department and school funds and inventories to enhance public trust of the Board’s stewardship • Scheduling meetings with the Board’s attorney and District Attorney to review pending litigation and legal issues impacting the district • Reviewing the payroll system and related procedures in order to gain an understanding of the remuneration process in place • Reviewing all contracts including personnel performance contracts and third party contracts to determine protocols and effectiveness for the district • Conducting safety audits of all School Board properties to ensure safe learning and work environments for all students and employees • Examining current practices in the Disadvantaged Business Enterprise (DBE) to determine current challenges

Community and Public Relations It is my goal to rebuild the public’s confidence in the public school system. This will be accomplished through: • Conducting a review of the district’s current community and public relations protocols and any metric used to evaluate their effectiveness • Scheduling on-going meetings and immediate “meet and greet” activities `with a wide range of citizen groups and other stakeholders in the district to include such groups as follow: o Parents Groups o Students o Parish Officials

Community and Public Relations continued…

o o o o o o

State Officials Elected Officials Business Community Groups Organized Community Groups Faith-Based Community Groups Choice Groups

• Developing a marketing strategy to rebrand the public school system • Establishing a working relationship with and making myself available to local media outlets in the district • Providing annual and on-going publications regarding the state of the school district, program implementations, as well as school and district successes • Working with the Recovery School District in order to provide a unified positive presence for New Orleans Public Schools Education • Creating a 12-member Superintendent Advisory Council to update progress and receive feedback towards the district strategic plan • Conducting regular visits to every school in the district

EXPECTED OUTCOMES At the conclusion of my first 180 days, the following outcomes are expected: • Provide the framework for a comprehensive strategic planning process that will yield a revised, welldefined vision, mission, motto, and priorities to guide the efforts of the Board and Superintendent over the next five years • Establish the Orleans Parish School Board as a Portfolio School District that works collaboratively with the Recovery School District and other agencies • Assessment of the organizational structure with recommendations to identity structural changes and staffing changes necessary in order to operate a highly productive and efficient organization • Facilitate unification of the community to support the district’s efforts in providing quality teaching and learning in safe, supportive school environments

TIMELINES

This Superintendent’s Entry Plan is divided into four phases with designated timelines. Each phase corresponds with specific actions that will assist in determining the current state of the district, effectively diagnosing any inefficiencies with the processes, and prescribing any necessary changes. The final two phases consist of implementation of any required actions, along with consistent monitoring of any new efforts. This cyclical D-PIE (Diagnose, Prescribe, Implement, Evaluate) process will serve as a simplistic guide for reform efforts.

Becoming the Superintendent of the Orleans Parish Public Schools is easy. Restoring the public’s faith in the district’s ability to provide quality teaching and learning within safe environments is the very difficult part. The necessary components to actualize that restoration include a focused plan, a way to monitor that plan’s effectiveness, and the courage to make change when necessary. There are no other options for success, and as I see it, success is the only option.