Entry Plan for Director of Schools Dr. Shawn Joseph: Setting a New Course for Metro Nashville Public Schools Working Document | Last updated June 20, 2016 Contents Introduction ................................................................................................................................................. 3 Goals ........................................................................................................................................................ 3 Outcomes ................................................................................................................................................ 3 Structure .................................................................................................................................................. 4 1. Governance Team: Metropolitan Nashville Board of Public Education ................................................... 4 Pre-­‐Entry .................................................................................................................................................. 4 Entry ........................................................................................................................................................ 4 2. Organizational Capacity and Alignment: District Executives and Senior Staff ......................................... 5 Pre-­‐Entry .................................................................................................................................................. 5 Entry ........................................................................................................................................................ 6 3. Student Achievement .............................................................................................................................. 7 Pre-­‐Entry .................................................................................................................................................. 7 Entry ........................................................................................................................................................ 8 4. Community and Public Relations ............................................................................................................. 8 Pre-­‐Entry .................................................................................................................................................. 9 Entry ........................................................................................................................................................ 9 School Visits ....................................................................................................................................... 10 Community Forums ........................................................................................................................... 11 Media Strategy .................................................................................................................................. 11 5. Operation and Finance .......................................................................................................................... 11 Pre-­‐Entry ................................................................................................................................................ 11 Entry ...................................................................................................................................................... 12 Summary .................................................................................................................................................... 13 2 Introduction This plan of entry illustrates how Dr. Shawn Joseph will engage in a thoughtful, proactive, and strategic way to lead Metro Nashville Public Schools (MNPS). William Bridges, author of M ANAGING T RANSITIONS, states: “It isn’t the changes that do you in, it’s the transitions.” As such, Dr. Joseph will approach the transition of leadership comprehensively and methodically with respect and deference to successful work that is being done within the school district. Concomitantly, he will have a laser like focus on transforming areas that need improvement, overhaul, and growth. Dr. Joseph will lead MNPS into a new era under his leadership with a transition plan that is designed to enable him to engage in opportunities to listen to multiple stakeholders and key constituents to better understand the state of MNPS in an accelerated fashion. Dr. Joseph will seek to (a) begin assessing the organization’s strengths and weaknesses (b) identify areas that will yield quick wins obtainable in the short term as well as areas that will need intense focus (c) leverage the momentum of change to engage and energize the community to realize ownership and commitment to the vision of building a world-­‐
class school district (d) collaboratively develop, communicate, and execute a strategic plan for MNPS to guide the district’s work with clear metrics and expectations for student success. This entry plan will be shared with the Board of Education to seek advice and feedback prior to it being implemented. Goals This entry plan is designed to address the following goals: •
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To ensure an effective, efficient, and orderly transition of leadership, keeping the focus on increased student achievement for all children To develop a trusting, productive, and collaborative relationship with the Metropolitan Nashville Board of Public Education To create opportunities for Dr. Joseph to listen broadly and deeply to a multitude of stakeholders and gain a comprehensive understanding of MNPS To proactively ensure that all voices – not just those who traditionally avail themselves to collaboration with the school system – are heard and engaged in the process of continuous improvement To build excitement and momentum for the district’s vision, mission, and strategic plan, while also establishing the commitment to engage in needed change to ensure a system of continuous improvement Outcomes •
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An energized district and community who understand the focus and direction of the organization, with a renewed commitment that “We are all responsible for the success of our schools.” A comprehensive summary of the findings, observations, and key learnings from Dr. Joseph’s community engagement activities An outline of a strategic planning process to review the current MNPS strategic planning efforts and stages of implementation 3 Structure This draft entry plan encompasses 100 days beginning on July 1, 2016 and ending November 18, 2016 (weekends not included). This plan will outline core areas of priority for Dr. Joseph. Based upon conversations with the Board of Education priorities will be added or deleted.
1. Governance Team: Metropolitan Nashville Board of Public Education In order to ensure that the district has an intense focus on meeting the needs of all children, the Board of Education and Director of Schools must develop a trusting, positive, collaborative, team-­‐oriented relationship. These relationships must be established with each Board Member and the Board of Education as a whole. During his plan of entry, Dr. Joseph will work with the Board of Education to discuss issues and matters of governance, management, core values and beliefs, structures of their working relationship, and consider issues of reform governance. Pre-­‐Entry 1.1 1.2 1.3 1.4 Action Share entry plan for feedback, suggestions, and guidance Engage in one-­‐on-­‐one meetings with Board of Education members to deepen relationships and broaden perspectives Hold first Board retreat to discuss communication protocols, roles and responsibilities, norms of behaviors and interactions, expectations for the first year, and agenda setting Review the Board election calendar to assess continuity of governance Sponsor(s) Dr. Shawn Joseph Action Conduct breakfast/lunch/dinner meetings with all Board of Education members to continue to build positive, productive relationships Meet with the Board Chair and Board committee chairs to determine how they work in partnership with the Director of Schools and senior staff Sponsor(s) Dr. Shawn Joseph Status Completed Dr. Shawn Joseph In progress Dr. Shawn Joseph In progress (scheduled) Dr. Shawn Joseph Completed Entry 1.5 1.6 Dr. Shawn Joseph In progress 4 Status In progress 1.7 1.8 1.9 1.10 1.11 Determine the schedule and proposed agendas for meetings with the Board Dr. Shawn Joseph In progress Collaborate on the next Board retreat to focus on shared values, initiate reflection on organizational structure, areas of improvement, and implementation of a systemic accountability system Develop a process, structure, and timeline to measure current strategic plan initiatives, system improvement plans, and the budget for the district Collaborate on the performance evaluation format with objectives and indicators of success to be used to evaluate the Director of Schools Establish a regular meeting time with the Board Chair for reviewing and constructing agendas Dr. Shawn Joseph Not started Dr. Shawn Joseph Not started Dr. Shawn Joseph Not started Dr. Shawn Joseph In progress 2. Organizational Capacity and Alignment: District Executives and Senior Staff It is essential for MNPS to have a high-­‐performing, results-­‐oriented district executive team. To make sure that we operate as a highly-­‐effective, positive team with a professional culture, we must, as author Jim Collins states: “Ensure that we have the right people on the bus and in the right seats.” Pre-­‐Entry 2.1 2.2 2.3 Action Review the current central office structure to determine its focus on student achievement and maximizing operational efficiency Conduct one-­‐on one interviews and review resumes and briefing papers with all direct reports Administer the Gallup Strength Finders and/or the TTI Emotional Quotient to gain a more objective perspective of Sponsor(s) Dr. Shawn Joseph Dr. Shawn Joseph Dr. Shawn Joseph In progress In progress 5 Status In progress 2.4 executive cabinet members’ strengths Conduct a retreat with senior staff to Dr. Shawn Joseph review the district’s priorities, most recent achievement data, review current and anticipated vacancies, and discuss leadership team structures and practices Not started Entry 2.5 2.6 2.7 2.8 2.9 Action Establish a transition team comprised of national experts, local leaders, parents, and MNPS staff to provide short-­‐ and long-­‐term recommendations in four areas: 1. Teaching and Learning 2. Communications and Community Engagement 3. Organizational Efficiency and Effectiveness 4. Operations and Finance Determine how communication and decision-­‐making will occur with the executive team, establishing meeting protocols and systems designed to focus on increased student achievement and continuous improvement Conduct an “Organizational Audit” with expert practitioners to review alignment, coherence, and efficiency of current organizational structure Initiate plans to establish key metrics and “customer service” goals for each unit to ensure the performance of central office can be determined and measured as it relates to supporting student achievement utilizing the “4 Disciplines of Execution” as a framework Explore the current state of data monitoring to ensure all students are performing at or above grade level Sponsor(s) Dr. Shawn Joseph Dr. Shawn Joseph Not started Dr. Sito Narcisse Dr. Monique Felder In progress Chief of Staff Not started Dr. Sito Narcisse Dr. Monique Felder In progress 6 Status In progress 2.10 2.11 and/or are receiving appropriate, targeted interventions Examine how much autonomy and Dr. Sito Narcisse authority principals have in the current Dr. Monique Felder organizational structure and determine how much access and opportunity they have to play key roles in important decisions Plan a second retreat with senior staff to Dr. Shawn Joseph review accountability plans for all units, clarify processes and progress toward improvement, review current and future budget issues, and current organizational structure In progress Not started 3. Student Achievement Ensuring that all students not only graduate from MNPS, but also receive their diplomas truly college and workforce ready is the ultimate goal and responsibility of all employees. To ensure instruction is occurring at high levels, teachers must have a rigorous K-­‐12 instructional curriculum, processes, and tools to monitor students’ progress, and opportunities and resources to provide appropriate interventions. Ensuring all decisions are made using the barometer of “Is it good for children, teaching, and learning?” will be emphasized in all discussions. Pre-­‐Entry 3.1 3.2 3.3 Action Analyze patterns in student achievement data and achievement gaps in order to begin to assess the current state of teaching and learning Assess the district’s expectations for all students’ academic success and commitment to meeting the needs of all students Identify chronically under-­‐performing schools and initiate a root cause analysis process for why they are not meeting the needs of students; determine a course of action to support schools in their efforts to improve 7 Sponsor(s) Dr. Shawn Joseph Dr. Sito Narcisse Dr. Monique Felder Status In progress Dr. Shawn Joseph Dr. Sito Narcisse Dr. Monique Felder In progress Dr. Shawn Joseph Dr. Sito Narcisse Dr. Monique Felder In progress Entry 3.4 3.5 3.6 3.7 3.8 3.9 3.10 Action Meet with district’s instructional leadership team to review disaggregated achievement data and current goals and priority action areas for the district If the budget allows, determine how comprehensive and research-­‐based the current curriculum is and to what degree it is aligned between grades and allows for student mobility; assess the fidelity with which the curriculum is used throughout MNPS Determine the degree of rigor embedded in the current MNPS curricula Assess current professional development efforts to support administrative, instructional, and non-­‐
instructional staff; assess how the budget emphasizes an investment in staff development Evaluate system-­‐wide efforts towards improving attendance and graduation rates for all students Evaluate the use of formative assessments to support teachers in making real-­‐time instructional decisions for students Develop a process for frequent school visits to observe and support school improvement efforts Sponsor(s) Dr. Shawn Joseph Dr. Sito Narcisse Dr. Monique Felder Status Not started Dr. Shawn Joseph Dr. Sito Narcisse Dr. Monique Felder Not started Dr. Shawn Joseph Dr. Sito Narcisse Dr. Monique Felder Not started Dr. Shawn Joseph Dr. Sito Narcisse Dr. Monique Felder Not started Dr. Shawn Joseph Dr. Sito Narcisse Dr. Monique Felder Not started Dr. Shawn Joseph Dr. Sito Narcisse Dr. Monique Felder Not started Dr. Shawn Joseph Dr. Sito Narcisse Dr. Monique Felder Not started 4. Community and Public Relations The proverb, “It takes a village to raise a child,” reflects Dr. Joseph’s core beliefs about involvement and engagement of the community. During the time of initial entry, there will be a focus on engaging and 8 mobilizing parents and community leaders in the pursuit of making MNPS a world-­‐class school district. There will be a focus on establishing openness and transparency in all communication systems and protocols used by Dr. Joseph. Understanding the culture, history, and expectations of MNPS will be critical. Dr. Joseph will be proactive and deliberate in reaching out to stakeholders traditionally underrepresented in public education to make certain their voices are also heard and valued. Key questions to consider for all stakeholders will include: •
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What are the strengths of MNPS? What areas need to improve for MNPS? Where should be Dr. Joseph’s top priority as he starts working in MNPS? What should be the budget priorities of the district? How can we raise the bar of academic achievement for all students? What will “world-­‐class” mean as a standard for MNPS? Pre-­‐Entry 4.1 4.2 4.3 4.4 Action Call/visit key leaders and begin building relationships Sponsor(s) Dr. Shawn Joseph Message (audio and written) on the Dr. Shawn Joseph MNPS website Evaluate the quality of the school district Janel Lacy website and schools’ websites Meet with key leaders in consultation with the Board Chair, including the Mayor, Council members, Davidson County legislative delegation, and business leaders Dr. Shawn Joseph Action Reach out to a multitude of critical stakeholders and establish routine meetings, communication protocols, and reciprocal dialogues, focusing on increasing student achievement and continuous improvement; initiate open, honest, and transparent dialogues with the goal of strengthening and improving Sponsor(s) Chief of Staff Status In progress Completed In progress In progress Entry 4.5 9 Status In progress 4.6 4.7 4.8 4.9 4.10 strategic partnerships. This would include, but not be limited to: • All top-­‐level elected officials • All area legislators—state and national • Members of the state’s Education Committee, the Commissioner of Education, and the Governor’s point person on education • Chamber of Commerce officials • Heads of teacher and support employee unions • Parent organizations and local PTAs • University officials • Trades training organizations • Key business leaders • Civic leaders and advocates • Non-­‐profit groups • Faith-­‐based leaders and plan on attending a variety of services • The former Director of Schools and his predecessor • The high school SGA School Visits (more detail below) Dr. Shawn Joseph Community Forums (more detail below) Dr. Shawn Joseph Meet with leaders of local media outlets, editorial boards, and education reporters (more detail below) Evaluate external communications strategy (more detail below) Evaluate internal communication protocols (more detail below) Chief of Staff Janel Lacy Not started In progress In progress Chief of Staff Janel Lacy Not started Chief of Staff Janel Lacy Not started School Visits Dr. Joseph will have a presence in all MNPS schools. He will visit all schools within his first year as the Director of Schools. He will engage the principal, teachers, non-­‐instructional staff, parent volunteers, 10 and students in discussions about where we are as a district and where we need to be to meet the needs of all children.
Community Forums Dr. Joseph, in collaboration with Board of Education members and senior staff, will host multiple “school community forums” to gather input from the community and share observations. These meetings will be scheduled in schools and within communities across the city. There will be a proactive effort to meet with stakeholders who have traditionally not attended such forums by collaborating with local community activist in the planning of locations and agendas. Dr. Joseph will identify local venues such as religious meeting places, public housing complexes, libraries, malls and other community gathering places to establish “Ask Metro Schools” kiosk locations. Dr. Joseph will participate in student forums via the internet and in person with secondary students at the high school and middle school level. Media Strategy Dr. Joseph will meet with leaders of local media outlets, editorial boards, and education reporters. These meetings will set expectations for collaboration that is open, honest, transparent, and accurate. Television, radio, and newspaper reporters will be invited to appropriate community sessions. These meetings will be important to engage the media in current education issues and system improvement efforts to begin positively branding MNPS programs.
Dr. Joseph will evaluate the MNPS external communications strategy to understand how the district is proactively and effectively communicating with all constituents through media, social media outlets, parent outreach and ongoing community engagement. Dr. Joseph will also evaluate the infrastructure that supports external communications, including the systems and processes that support collecting and maintaining parent contact information. Dr. Joseph will also evaluate internal communication protocols to determine how systemic messages are understood by Board Members, principals, instructional staff, non-­‐instructional staff, and central office staff.
5. Operation and Finance In order to meet the needs of all students in MNPS , it is critical that operations and finance continue to be exemplary. Understanding the current strengths, strategies, and opportunities for improvement in light limited budgetary resources will be a critical focus for Dr. Joseph. Each division will be appraised to determine how they maximize support and services to schools using the continuous improvement model. Pre-­‐Entry 5.1 Action Review key district financial materials, budget, most recent audit, and grants Sponsor(s) Dr. Shawn Joseph Chris Henson 11 Status Not started 5.2 Conduct one-­‐on-­‐one meetings with direct reports on budget, operations, and human resources
Dr. Shawn Joseph Chris Henson Action Request briefing papers from all office heads providing an overview of their current area of responsibility, major initiatives under way with projected time lines, a review of significant or potential problems in each area of responsibility, and major decisions that need to be made in one month, three months, and six months Conduct one-­‐on-­‐one meetings with all office heads, ensuring each division has fidelity to its core function and has a student-­‐focused agenda Review the district’s financial projections, resource allocation and budgeting processes; assess how the district’s budget and budgeting process are aligned to support student achievement Determine what should be centralized and what should be decentralized within the current organizational structure to improve efficiency, effectiveness, and support to schools Conduct one-­‐on-­‐one meetings with Metro Legal to review any current legal proceedings or outstanding judgments against the district and to provide a briefing on state education law and policies with particular attention to statutes currently impacting or likely to impact the district Sponsor(s) Chief of Staff In progress Entry 5.3 5.4 5.5 5.6 5.7 Chief of Staff Not started Dr. Shawn Joseph Chris Henson Not started Dr. Shawn Joseph Dr. Monique Felder Dr. Sito Narcisse Chris Henson Not started Dr. Shawn Joseph In progress 12 Status Not started 5.8 5.9 5.10 5.11 5.12 5.13 5.14 Receive a briefing from Metro Legal on recent litigation and issues related to employee group contracts Receive an update on how state and federal grants are being utilized Receive an update on any foundation activities and how those funds support schools Review the district’s safety and crisis communication plan Conduct a review of the district public information office and programs; understand the history, services, and outreach to the entire community Assess the degree to which all offices utilize key metrics and customer service goals to ensure peak efficiency and support for student achievement Examine the effectiveness of the MNPS technology plan, especially around areas of student achievement, budget, and human resources Dr. Shawn Joseph In progress Dr. Shawn Joseph Chris Henson Not started Dr. Shawn Joseph Chris Henson In progress Dr. Shawn Joseph Chris Henson Not started Chief of Staff Janel Lacy In progress Chief of Staff Not started Dr. Shawn Joseph Chris Henson Dr. Monique Felder Not started Summary Dr. Joseph recognizes that this draft plan is ambitious. However, it is consistent with his belief that children deserve excellence now. A quote by Dr. Martin Luther King Jr. that inspires Dr. Joseph is the following: Everybody can be great…because anybody can serve. You don’t have to have a college degree to serve. You don’t have to make your subject and verb agree to serve. You only need a heart full of grace. A soul generated by love. As such, Dr. Joseph, in collaboration with the Board of Education and district staff, will operationalize his final entry plan to execute it seamlessly and chart a path towards excellence for MNPS for years to come. 13