Superintendent Transition Plan Michael A. Baumann

Transcription

1 Educating Every Child Today, Making Strong Leaders for Tomorrow Superintendent Transition Plan Michael A. Baumann Educating Every Child Today, Making Strong Leaders for Tomorrow.

2 Superintendent Transition Plan The Lakeville Area Public Schools Board of Education has charged me, as incoming superintendent, with improving achievement for all students and making the school district systems and processes effective and efficient. The Board s Vision statement articulates the overall goal broadly and clearly: World-class, personalized learning ensuring success for every student. In addition, the Board s Mission statement explains how this will be achieved: The Lakeville Area Public Schools is a partnership of students, families, staff, and community committed to excellence. How close is the district to realizing this goal? What are the challenges that must be addressed to forge ahead successfully in the journey? As superintendent, I must address these questions and many others to ensure that LAPS is on a path to realize this vision/mission, offering all students the opportunity to excel; and build strong, capable future leaders for our community, state, and nation. This document is my entry plan. In it I will provide the framework for my activities from now through the transition ending in September The entry plan will cover my first 90 days. Lakeville Area Public Schools is viewed as one of the very best school districts in Minnesota, an effective school district sought out for many to attend. But during my time in the interview process, and in my four years on district staff, some themes have emerged very clearly requiring attention, leadership, and problem solving to pursue and achieve successful long-term resolution: class sizes and teacher workloads are not well balanced; the budget is frugal and the desires of stakeholders exceed funding capacity at an untenable level; and long-range planning that includes providing I will always seek to put the best interests of students at the fore leadership creating realistic expectations within the staff and community demand clearer articulation on a consistent basis. I will address these issues by seeking out stakeholders of all views and listening carefully to their concerns. For LAPS to succeed, it will require trust, communication, coordination, and collaboration. I will work to address public and staff concerns and build as strong a relationship between the administration, the staff, and the community as possible. There may be differences of opinion at times, but I will always seek to put the best interests of students at the fore, working for educating every child today, making strong leaders for tomorrow. I will listen and be transparent so that no one can reasonably doubt that LAPS decisions - even those that may spark disagreement - are made in the best interests of our students. For LAPS to succeed requires public engagement and staff teams who are energized, engaged and highly valued. The economic climate and other factors do more with less - in recent years have taken a toll. I will work with the Board and staff to more organically bolster our great staff teams and work with teams to uplift morale. This is vital to building a winning team and creating the best work environment to optimally solve problems and grow as an organization. The Board and I share a sense of urgency about this work. Working in LAPS over the past four years as the Executive Director of Business Services has provided the opportunity to immediately build upon the many relationships already established within the community, to continue advancing our mission with a constant eye on our community values. The existing critical connections made with staff, parents, students and community members are valued and will continue to shape our work toward 2 Community Education LAKEVILLE AREA PUBLIC SCHOOLS

3 Educating Every Child Today, Making Strong Leaders for Tomorrow a bright future. This is a district with great traditions and a beloved history. As we have built upon the past to form the LAPS of today, I will continue to work toward shaping our future while honoring our past. My unique situation, having come from the district staff, allows me to avoid the typical long delaying of needed changes and improvements as I have empirical knowledge and a strong sense of understanding our existing needs. So, I can make decisions quickly where appropriate and work deliberately and patiently on areas of change that need broader input and time to develop. To aid in this process, I will review the LAPS strategic plan, organizational structure, key performance indicators (KPIs), the state of Teaching and Learning and more fully assess the organizational culture, context and communication. The entry plan has three phases: Phase I Transition (July) Phase II Entry (August) Phase III Planning (September) FIVE GOALS This entry plan sets five broad goals and addresses transition and entry activities for each one. The five goals are: 1. Focus organizational efforts and align resources to ensure all students are educationally prepared for post-high school opportunities and achievement gaps are reduced. 2. Establish and promote district governance by building a strong, trusting, productive, collaborative relationship with the Lakeville Area Public Schools Board of Education. 3. Increase organizational effectiveness and efficiency and ensure high performance, customer service-oriented support to schools. 4. Establish a respectful, positive district culture centered on teaching and learning. 5. Build public trust capital and confidence through open, honest communication and positive relationships. MNCAPS Minnesota Center for Advanced Professional Studies LAKEVILLE AREA PUBLIC SCHOOLS PRIOR LAKE - SAVAGE AREA SCHOOLS 3

4 Superintendent Transition Plan To reach these goals, I will: Listen Spend time with various groups and stakeholders: students, teachers, parents, principals, school district administrators and other LAPS employees, community and business members, and state and local leaders. I want to hear about the district s proudest accomplishments and greatest challenges. Learn Analyze and study performance data and other student achievement data. Read and review existing district policies and implementation of reforms. Receive issue and policy briefings from LAPS employees and education programs. These activities are intended to achieve three outcomes: 1) Allow me to confirm or deny the understanding I have right now of this school district. 2) Aid me in shaping an outline of the process I will use to refine or revise the strategic plan and how the Board and I will work together to achieve systemic improvements across the district. 3) Help me to shape a district and community energized about the direction of LAPS and ready to work collaboratively. Share Get to know the communities better by sharing my leadership story and my educational philosophies and core values. I will strive to establish a positive tone and a good pace. Build Strive to build strong working relationships and rapport with the Board of Education, LAPS leadership, employees, and community, state and local leaders. Plan Review the current strategic plan with specific action steps to guide the work of LAPS and the Board of Education and to prepare for the budget and legislative agenda. Listen Plan Learn Build Share 4 Community Education LAKEVILLE AREA PUBLIC SCHOOLS

5 Educating Every Child Today, Making Strong Leaders for Tomorrow GOALS AND PRE-ENTRY / ENTRY ACTIONS 1. Student Achievement: Focus organizational efforts and align resources to ensure all students are educationally prepared for post-high school opportunities and achievement gaps are reduced. All students coming into LAPS should graduate from LAPS and be prepared for the challenges of going to work, pursuing college opportunities, military service, or develop trades skills to be productive citizens in the community, state, and nation. To ensure instruction is occurring at high levels, teachers must have a rigorous E-12 instructional curriculum, processes and tools to monitor student progress as well as opportunities and resources to provide necessary interventions. We will focus on teaching and learning and put the needs of students first in our decisions. Pre-Entry Actions: Review any instructional audits completed in the last 36 months Analyze patterns in student achievement data and achievement gaps to evaluate the current state of teaching and learning Assess district s expectations for all students academic success and commitment to meeting the needs of all of its learners Identify and assess the relevancy and effectiveness of the established Teaching & Learning goals Entry Actions: Meet with LAPS instructional-leadership team to discuss achievement data, instructional program alignment, current goals and priority action areas for the district Determine the scope and breadth of LAPS curricula Determine the degree of rigor embedded in the current curricula Determine the curricula continuity from grade-to-grade and transition readiness from elementary to middle school to high school Assess LAPS professional development and capacity for meeting the training needs of principals, teachers and district office staff; determine the degree to which it is job-embedded, differentiated and student-achievement directed; analyze budgets to determine how much is devoted to professional development and how professional development is being assessed Evaluate district efforts to improve graduation rates for all students Explore how LAPS monitors data to determine how all students are performing at or above grade level and/or are receiving appropriate, targeted interventions Evaluate and assess the use and effectiveness of current formative assessments, their alignment with the instructional program and how accurately they measure student growth and progress; assess curriculum maps, pacing guides and monitoring rubrics Review and assess all technology-based instructional equipment, software, and instruction; determine readiness for learning and use of blended-learning opportunities Review performance results of schools, assess progress and determine proactive actions for continuous support and improvement MNCAPS Minnesota Center for Advanced Professional Studies LAKEVILLE AREA PUBLIC SCHOOLS PRIOR LAKE - SAVAGE AREA SCHOOLS 5

6 Superintendent Transition Plan 2. Governance Team/Board of Education: To establish and promote district governance by building a strong, trusting, productive, collaborative relationship with the Lakeville Area Public Schools Board of Education. In order to establish an intense focus on meeting the needs of students, the Board and superintendent must develop a strong, trusting, positive, collaborative and team-like relationship. Relationships must be established with each Board member individually and also collectively. I will work with the Board quickly and with purpose on issues of governance, management, core values and beliefs, Reform Governance and Theory of Action. A strong relationship between the Board and the superintendent is essential for district progress, and we will work together to build an agenda that is student-centered. We also will engage the community in this agenda. Pre-Entry Actions: Share entry plan for feedback, suggestions and guidance from each Board Member Engage in one-on-one meetings with Board members to enhance existing relationships and broaden perspectives Hold a Board retreat to discuss communication protocols, roles and responsibilities, norms of behavior and interaction, expectations for first year and agenda setting Review Board election calendar to assess continuity of governance Examine the current protocols and processes for addressing constituent services Entry Actions: Develop and begin using appropriate communication protocols between the Board and superintendent Conduct three-on-one meetings with all Board members to continue to build positive, productive relationships Meet with the Board chairperson and committee chairs to determine how they work in partnership with the superintendent and executive staff Collaborate on the next set of Board retreats to focus on shared values, reflections on organizational structure, areas of improvement, ongoing professional development and established Theory of Action. Suggest a book study around What School Boards Can Do by Donald McAdams or a similarly appropriate text Develop a process, structure and timeline to measure success of current strategic plan, system improvement plan and budget for the district Using Board of Education policy, collaborate on a performance evaluation format with objectives and indicators of success to be used to evaluate the superintendent and Board; focus on establishing specific, measurable goals; disseminate that evaluation design to all leaders in the district two-echelons down Establish regular meeting times with the Board chair and vice chair in a Committee of the Board format in order to review and construct agendas, review processes and assess the yearly calendar Visit various community organizations and functions with Board members Conduct school visits with Board members 6 Community Education LAKEVILLE AREA PUBLIC SCHOOLS

7 Educating Every Child Today, Making Strong Leaders for Tomorrow 3. Organizational capacity and alignment/district executive staff: To increase organizational effectiveness and efficiency and ensure high performance, customer service-oriented support to schools. To fully realize the Board s vision, as well as the goals set out in our Strategic Plan, requires a highperforming, results-oriented district executive team. To make sure executive staff operates as a capable cross-functional team dedicated to a positive, professional culture, LAPS must make sure the right staff process and procedures are in place, the team is trained to administer in a cross-functional manner, and the methods for planning, communicating, collaborating, and implementing are based on a standard operating procedure that works for the school system. Central office functions must be effective and efficient. I believe central office must provide outstanding service to schools and commit to a continuous improvement model. I will analyze the current strengths, strategies and opportunities for improvement in light of current budget challenges. Pre-Entry Actions: Identify and hire critical new team members to join the staff team Review standards of practice for executive staff Conduct a comprehensive review of regularly scheduled meetings with executive staff and principals, and set clear understanding of roles, responsibilities, expectations and systems for mutual accountability Review the current central office structure to determine focus on student achievement and maximizing operational efficiency Conduct briefings from all major lines of operation down to director level in order to get an overview of their current areas of responsibility, major initiatives underway with projected timelines, a review of significant or potential problems in each area of responsibility and major decisions needing to be made in the next 90 days Conduct one-on-one interviews and review resumes with all direct reports Review all critical documents, including the organizational chart, employee handbooks, policy and procedures manuals, the strategic plan and student achievement data by school Conduct a retreat with executive staff to review district s strategic plan, improvement plan, recent achievement data, anticipated vacancies in central office and discuss leadership team structures and practices Review key district financial materials, budget, most recent audits and grants Initiate a review of resources and information available on the LAPS website Entry Actions: Review the central administration organizational design and assess it s DISTRICT EXECUTIVE TEAM Michael Baumann, Superintendent Andrew Sarnow, Executive Director of Business Services (CFO) Dr. Emily McDonald, Executive Director of Teaching and Learning Services Tony Massaros, Executive Director of Administrative Services Renae Ouillette, Executive Director of Special Education and Student Services Continued on next page MNCAPS Minnesota Center for Advanced Professional Studies LAKEVILLE AREA PUBLIC SCHOOLS PRIOR LAKE - SAVAGE AREA SCHOOLS 7

8 Superintendent Transition Plan effectiveness and/or identify opportunities for refinement to better administer, manage, and operate Review how communication and decision making occurs with the executive team, reassess meeting protocols and re-looking at systems to focus on increased student achievement and continuous improvement Conduct meetings with all unit leaders in central services, focusing on alignment and execution of key strategies Initiate plans to review key metrics and service goals for each functional unit to ensure the performance of central office can be determined and measured in alignment with our core mission and support for student achievement Assess the degree to which all offices are cross-functional and review the current state of process management and how closely it aligns with the Board s Theory of Action Assess current accountability measures and determine data to be collected, examined and analyzed at quarter, mid-year and end of year reviews; also examine quality control measures about the release of data Initiate an audit of the human resources department Plan a second retreat with executive staff to review accountability plans for all functional units, clarify process and progress toward improvement with strategic plan and district improvement plan, review current and future budget issues and current organizational structure Review processes and systems that guide the distribution of resources and ensure that the allocation of resources aligns with student needs Review district s financial projections, resource allocation and the process for building the annual budget; assess how it is aligned to support achievement by all students Review any current legal proceedings against the district Review district s safety and crisis communication plan and make any changes or adjustments needed Examine the effectiveness of LAPS information-data management system, especially around student achievement, budget and human resources Ensure all necessary plans and preparations are in place for an outstanding opening of schools; establish protocols for assessing effectiveness of the opening of schools 8 Community Education LAKEVILLE AREA PUBLIC SCHOOLS

9 Educating Every Child Today, Making Strong Leaders for Tomorrow 4. Organization Culture: To establish a respectful, positive district culture centered on teaching and learning Schools and departments will only reach high levels of performance if all district employees work in collaboration, function as teams, seek authentic continuous improvement and establish a culture of trust and commitment to professional learning communities. The challenging work of teaching and learning can only be successful if we create a supportive, self-renewing organization built on valuing each employee s vital role in helping LAPS accomplish its vision and mission. Pre-Entry Actions: Establish positive relationships with key district leadership and meet with all district office departments Assess the quality, quantity and effectiveness of all existing forms of internal communication with various stakeholders, including Board members, teachers, administrative staff, support staff, and student leaders Establish an organizational standard for open, effective and consistent communication throughout the district and within our community Entry Actions: Schedule meetings with principals, teacher organizations and committees, and ensure routine meetings and communications with these organizations are in place Assess shared leadership meetings to learn about their function and utility to the mission and vision of the organization Hold open forums regularly with teachers, staff, district leaders, parents and students for personal communication about critical issues Visit to every school and build relationships with principals, teachers and staff Working with staff, review existing surveys, reports, and school data to assess school climates Assess the district s commitment, capacity, and capability in handling race-related issues and engaging in meaningful race competency training MNCAPS Minnesota Center for Advanced Professional Studies LAKEVILLE AREA PUBLIC SCHOOLS PRIOR LAKE - SAVAGE AREA SCHOOLS 9

10 Superintendent Transition Plan 5. Community and Public Relations: To build public-trust capital and confidence through open, honest communication and positive relationships I believe that school districts must be great community partners to help students achieve. In today s society, that means community involvement and engagement is essential to build effective schools. I will focus on engaging and mobilizing parents and community leaders in the pursuit of making LAPS the state s premier school district. It is vital that communications are open and transparent, always. As a longtime member of the community I understand much, I have many networks, and I am committed to learn even more about the communities we serve. I will diplomatically and intentionally pursue all stakeholders to help our schools grow stronger and serve the communities in the best possible manner. Public education is about teaching all, and we must work to serve the needs of all students. I will work to build strong relationships with key leaders and members of business, service, faithbased, not-for-profit, and philanthropic organizations. It is my expressed purpose to build a community coalition of supporters to help serve the students and aid the staff in the greatest work, educating our young people and elevating LAPS. I will ask these leaders to share their views on increasing academic achievement, district strengths, areas of needed improvement, budget issues and top priorities, and what it will take to make LAPS the best district in Minnesota. LAPS is fortunate to have a community that is highly engaged with public education, with many individuals and organizations willing to serve schools. Such public interest and willingness is an asset that the district must continue to use in current and new ways aiding in supporting the best schools. Continued on next page 10 Community Education LAKEVILLE AREA PUBLIC SCHOOLS

11 Educating Every Child Today, Making Strong Leaders for Tomorrow Pre-Entry Actions: Call key leaders to introduce myself and build relationships, use the LAPS website, social media and other avenues to communicate and meet with key leaders identified by the Board and staff Meet with a wide range of citizens and groups involved in public education throughout the communities we serve Entry Actions: Conduct a review of the communications section and programs; review the history, services and outreach to the entire community Reach out to critical stakeholders to establish routine meetings, communication protocols and reciprocal dialogues, focusing on increased student achievement and continuous improvement; initiate open, honest and transparent dialogues with the goal of strengthening and improving strategic partnerships. This would include, but not be limited to, parents, teachers, school staff, local, state and national elected officials, state education leaders, Chamber of Commerce officials, university officials, business leaders and heads of organizations. Other critical stakeholders would include civic leaders and advocates, non-profit groups, faith-based leaders, former superintendents and Board members. Conduct visits to every school in LAPS to engage the principal, teachers, support staff and parent volunteers about where we are as a district and where we need to be to meet the needs of all children Schedule meetings with the established parent organizations for initial listening and learning sessions. Establish routine meetings and communications with these organizations. Schedule meetings with the established student leadership organizations for initial listening and learning sessions. Establish routine meetings and communications with these organizations. With the Board and executive staff, host multiple town hall meetings to gather community input and initiate continuous dialogues about student achievement and improvement. These meetings will occur throughout all areas of the school district. There will be proactive efforts to meet with stakeholders who have traditionally not attended such forums, as well as with individuals and groups who have been active on public education issues. The goal is to build new partnerships and strengthen existing ones. MNCAPS Minnesota Center for Advanced Professional Studies LAKEVILLE AREA PUBLIC SCHOOLS PRIOR LAKE - SAVAGE AREA SCHOOLS 11

12 Superintendent Transition Plan The Superintendent s First Day on the Job and First Day of School First Day on the Job: On July 1st, my first day, I want to visit schools, meet with Principals some more and meet again with Board members. I also want to start meeting with community leaders to listen to their concerns and perspectives about LAPS. Through the month of July I will work with the Board of Education to build strong relationships and team with the important and critical strategic leadership group of the district to shape work protocols, communications expectations, and standard operating procedures for a new day. I will also work with the Board of Education to codify a performance evaluation device to measure and report on my performance going forward. I will keep the currently planned schedule of my predecessor and go through a deliberate administration review of programs and operations to listen, learn, and provide feedback on my assessments of the programs and operations. Additionally, I will meet with various groups (Principals, Deans, Labor leadership, and Director level management) to on-board with them and share my leadership perspectives, views, and expectations as I assimilate a new role after being on the Executive Team for four years. In August and from this process, I will issue my first Superintendent s Quarterly Guidance document to Executive Cabinet and Principals that will serve as the basis for their quarterly guidance to their staff teams. Executive Staff will also prepare and present a comprehensive School Readiness Report to Principals (and any leaders on their staffs they may want to attend) that will cover how district operations are configured to support schools with: Teaching & Learning, Budget & Finance, Student Nutrition, Facilities and Plant - Grounds and Maintenance, Staffing, the district Transportation Support Plan, Special Education, Student Services, and Technology as well as other areas of support that must be poised to optimize support to our schools and staff in the classrooms for school start and sustained operations for the school year. Continued on next page 12 Community Education LAKEVILLE AREA PUBLIC SCHOOLS

13 Educating Every Child Today, Making Strong Leaders for Tomorrow First Day of School: On September 5th, the first day of school, I will conduct normal operations in the manner the district has carried out the past several years; I will visit all of our schools through the day. I will meet with executive staff to conduct an after action review of the quality of opening day/week activities, making any needed adjustments and improvements. Near the end of the first 90 days, I will have learned a great deal more about LAPS, the expectations of the Board, community groups, staff, and families. I will be able to report out on my findings. Through multiple meetings with key stakeholders, some initial ideas will have been developed regarding the future. To ensure transparency and inclusion throughout the process, there will be a link on the LAPS website with updates on the progress of my plan, calendar, people with whom I ve met, and public events and forums. Around this time, a Board retreat will be scheduled to share findings, propose plans and collaborate with the Board on a planning system to drive improvements in student achievement and organizational efficiency. Proposed plans and agendas will also be communicated to the school community to promote understanding, commitment and support for the goals and purpose of making LAPS the best school district in the state. I share the Board s vision of making LAPS the best district in Minnesota and I will work with the Board as well as the entire community to make LAPS the most desired E-12 education experience in Minnesota. This will require honesty about what we are doing well and what we must do better. LAPS has the will and the ability to soar ever higher; and as superintendent, I will work to make that vision a reality, educating every child today, making strong leaders for tomorrow. Michael A. Baumann Superintendent of Schools Lakeville Area Public Schools MNCAPS Minnesota Center for Advanced Professional Studies LAKEVILLE AREA PUBLIC SCHOOLS PRIOR LAKE - SAVAGE AREA SCHOOLS 13