Worcester Public Schools Superintendent’s Entry Plan Report and Update Worcester Public Schools Melinda J. Boone, Ed.D., Superintendent December 9, 2009

Worcester Public Schools

Superintendent’s Entry PlanReport and Update

Worcester Public SchoolsMelinda J. Boone, Ed.D., SuperintendentDecember 9, 2009


Why an Entry Plan?

Executive leadership transition is a critical function for every organization, including the superintendency

Enables Superintendent to:– Accelerate learning about the school district

and community– Create connections and establish a strong

community presence – Assess the district’s strengths and

challenges– Build on district’s history and successes

while making necessary adjustments


A journey of a thousand miles begins with a single step.

Lao-tzu


Pre-Entry Activities (Listening and Learning Tour)

Facilitated readiness for the actual entry activities

See July 16, 2009 presentation for details


Entry ActivitiesMet with District and Community

Stakeholders– MA Congressional Delegation– Local Legislative Delegation– Editorial Board of the Telegram & Gazette– Police, Fire, & Emergency Management

Personnel– Union Leadership– Private Special Education Providers– College and University Partners


Entry Activities

Met with District and Community Stakeholders– City Councilors– City Manager and City Staff– Medical Community– Arts Community– Parent Groups– Groups Representing City’s Rich

Cultural Diversity– Members of the Faith Community


Entry Activities

– Reviewing Practices, Programs, and Resource Alignment through Communications, Operational, and Instructional Audits

– Building Leadership Capacity through Leadership Retreats and Institutes

– Analyzing Patterns in Student Achievement Data Between Various Student Populations to Determine Appropriate Course of Action for Improvement of Teaching & Learning


Entry Activities

– Assessing Support and Goals for District’s Priority Schools

– Analyzing and Aligning Functions within the District

– Staffed Key Administrative Vacancies (Chief Academic Officer, Principals)

– Establishing Governance Practices and Expectations with School Committee

– Developing District Communication Plan


Entry Activities

– Engaging in Budget and Resource Planning for FY 11 and FY 12

– Establishing Accountability Department

– Initiate Program Evaluations – Continue Fostering Strong

Governance Team with School Committee


WPS Current State

19/44 schools have been designated as underperforming based on 2009 MCAS results

39/44 failed to meet AYP benchmarks for 2009

Dropout rate for 2008-09 rose to 5.1% from 4.7% in 2007-08

50% of students met average growth targets on MCAS in 2009


3 Year MCAS Comparison

Grade 3 ELAAbove

Proficient

Proficient Needs Improve-

ment

Warning

2007 4 29 44 23

2008 4 26 45 25

2009 5 30 46 19



Grade 3 MathAbove

Proficient


ment

Warning

2007 8 28 27 37

2008 11 27 29 33

2009 10 30 31 29



Grade 4 ELAAbove

Proficient


ment

Warning

2007 4 29 44 24

2008 2 23 46 29

2009 4 27 44 25



Grade 4 MathAbove

Proficient


ment

Warning

2007 8 19 44 28

2008 11 22 41 26

2009 7 24 46 24



Grade 7 ELAAbove

Proficient


ment

Warning

2007 3 41 37 20

2008 5 39 36 20

2009 6 45 35 14



Grade 7 MathAbove

Proficient


ment

Warning

2007 6 18 29 47

2008 6 18 26 50

2009 9 22 29 40



Grade 8 ELAAbove

Proficient


ment

Warning

2007 4 51 31 13

2008 7 50 28 15

2009 10 49 27 13



Grade 8 MathAbove

Proficient


ment

Warning

2007 7 17 30 46

2008 8 19 26 48

2009 11 17 25 48



Grade 10 ELAAbove

Proficient


ment

Warning

2007 10 42 37 11

2008 11 46 34 9

2009 18 49 24 9



Grade 10 MathAbove

Proficient


ment

Warning

2007 24 24 33 19

2008 25 26 29 20

2009 30 27 26 16


Moving from a Compliance System to a Performance Based/Results System


GoalDevelop and Ensure Effective District

Governance through Positive School Committee-Superintendent Relations– Objective: To establish the Committee and

Superintendent as a cohesive leadership team with a student-centered agenda and begin to build positive working relationship with School Committee members

– Activities/Highlights:• Held summer retreat to initiate dialogue around clear

understandings of roles, expectations, communications protocols, systems for accountability

• Initiated one to one meetings and conversations with school committee members to understand areas of concern and district strengths


Goal

Increase Organizational Effectiveness and Efficiency– Objective: To align the district’s human capital to

achieve focus on supporting schools to improve student achievement

– Activities/Highlights• Implemented an organizational realignment that focuses

human capital on teaching and learning, research and accountability, human resources, finance and operations (September 2009)

• Staffed the Chief Academic Officer position

• Focus on leadership development within departments


Goal

Increase Student Achievement for All Students While Simultaneously Closing the Achievement Gap– Objective: To continue to focus on a

common framework for improvement– Activities/Highlights:


Goal

Improve Public Trust, Commitment, and Confidence through Open, Honest Communication and Responsive Corrective Action to Identified Obstacles to Improving Student Achievement and the Conditions of Teaching and Learning– Objective: To establish collaborative

relationships and partnerships to garner understanding of and support for district efforts to improve student achievement


Goal (cont.)

Improve Public Trust, Commitment, and Confidence through Open, Honest Communication and Responsive Corrective Action to Identified Obstacles to Improving Student Achievement and the Conditions of Teaching and Learning– Activities/Highlights:

• Established vehicle for regular and on-going meetings with various stakeholder groups in the city include elected officials (local and state), parent groups, community agencies to share and listen about district needs and goals

• Posting key reports on the WPS website for ready public access


Goal

Establish a Supportive, Positive, and Effective District Climate and Culture Singularly Focused on the Improvement of Student Achievement, Using a Continuous Improvement Model– Objective: To design a comprehensive

accountability system for WPS linking all district practices to student achievement


Goal (cont.)

Establish a Supportive, Positive, and Effective District Climate and Culture Singularly Focused on the Improvement of Student Achievement, Using a Continuous Improvement Model– Activities/Highlights:

• Initiated contract with the Leadership and Learning Center for development of the WPS accountability system


The Worcester Public Schools Compact

Delivering on High Expectations and Outstanding Results for All Students– 100 percent of students will be

guaranteed a rigorous core curriculum resulting in measurable gains in student learning


The Worcester Public Schools Compact

Delivering on High Expectations and Outstanding Results for All Students– By 2012

• 80% of students will be proficient in reading and math by Grade 3

• 80% of students will be proficient in ELA and math by Grade 8

By 2013 • 100% of graduates will successfully complete high

school coursework that prepares them for both college and career


Action Plan Development – By June 2010

– Engage District in Development of Accountability/Strategic Plan including Various Stakeholder Groups

– Establish Benchmarks for Student Achievement

– Continue building effective relationships with the School Committee

– Complete Communications Plan– Conduct Instructional and Operational

Audits


Action Plan Development (cont.)

Complete establishment of accountability department

Develop a budget that reflects the district’s alignment to a focus on student achievement and serves to address both quality teaching and learning along with the community’s values in education


We’ve taken the first steps on this journey. Focus, will and courage will lead our steps for the rest of the journey to become a GREAT school system!

Melinda J. Boone

Documents

Worcester Public Schools Superintendent’s Entry Plan Report and Update Worcester Public Schools Melinda J. Boone, Ed.D., Superintendent December 9, 2009