11/6 PTA Town Hall Meeting. ⢠11/7 Reg Lenna Exec. Dir. Interview. ⢠11/8 Chamber of Commerce Luncheon. ⢠11/9 Section 6 Football Finals. ⢠11/12 Southside House Party. ⢠11/13 Music Dept. Dinner & Concert. ⢠11/14 Football Team Dinner. ⢠11/15 JHS/Resource Center Meeting. ⢠11/16 Western Regional FB Finals ...
ENTRY
Entry Plan Progress Report Tim O. Mains, Superintendent
Governance
Connec4ons
Core Business
Report
Execute
Ini*al Summary – 90 Days
Tim O. Mains, Superintendent
ENTRY = Beginning to Succeed
ENTRY = Beginning to Succeed
ENTRY = Beginning to Succeed • Spent over 300 hours getting to know the district & community • Met with 75+ internal leaders • Met with 50+ leaders outside JPS • Visited 122 different classrooms
7/18-19 Retreat – Erie 2 CSOs 8/2 YNN Interview 8/9 Engage NY Portal Demo 8/12 Summer School Walkthrough 8/16 United Way Cabinet Meeting 8/22 Band Picnic 8/27 Hodgson Russ Briefing 8/30 Greet New Teachers 8/30 Girls’ Soccer Scrimmage 9/5 JHS Football Kick off 9/6 JHS Football vs. Niagara Falls
ENTRY = Beginning to Succeed • • • • • • •
9/9 City Council Work Session 9/12 AAUW Sexual Harassment Panel 9/14 Westside Block Party 9/14 Fall Festival of Bands 9/17 Board Interviews 9/19 Alley Gallery Opening 9/21-23 LEAF & New Superintendents Workshop/NYSCOSS • 9/25 Northside Porch Party • 9/26 CCSBA Meeting • 9/27 Football vs. Lancaster
ENTRY = Beginning to Succeed • 10/1 Community Foundation New Leaders Reception • 10/8 Small Cities Meeting • 10/16 Chautauqua Music Teachers Banquet • 10/19 BOE Retreat • 10/23 Washington Literacy Night • 10/24-26 NYSSBA Convention • 10/28 Tea Party Common Core Forum • 10/30 United Way Celebration
ENTRY = Beginning to Succeed • • • • • • • • • •
11/1 House Party 11/6 PTA Town Hall Meeting 11/7 Reg Lenna Exec. Dir. Interview 11/8 Chamber of Commerce Luncheon 11/9 Section 6 Football Finals 11/12 Southside House Party 11/13 Music Dept. Dinner & Concert 11/14 Football Team Dinner 11/15 JHS/Resource Center Meeting 11/16 Western Regional FB Finals
ENTRY
Capable Students
ENTRY
Dedicated, Hard Working Staff
ENTRY
Involved Parents
ENTRY
Committed Community
Five Outcomes Assess State of District
First Focus on Governance
Learn the Community
Governance
Community
Design Strategic Plan Framework
Build Rela*onships
District
Rela*onship
Strategic Plan
Five Outcomes
✓
Assess state of District
First Focus on Governance
✓
Community
✓
✓
✓
Learn the Community
Governance
Design Strategic Plan Framework
Build Rela*onships
District
Rela*onship
Strategic Plan
Forge Strong Governance Structure • Built Strong Rela4onships – Individual Board members – Board as a body
• Established Regular Communica4ons – Supe’s Weekly Bulle4n – Special Extra Sessions with the President – Special Sessions as needed Governance
Community
District
Relationships
Strategic Plan
Forge Strong Governance Structure • Replaced Member Who Resigned – Tim Thomas moved – Conducted public process to select • Shelly Leathers
• Conducted Board Retreat – Established Board CommiIees – Created Board Liaisons to Schools – Began Composing Superintendent’s Evalua4on Governance
Community
District
Relationships
Strategic Plan
Forge Strong Governance Structure • Board CommiIees – Provide Even More Transparency
• Liaisons to Schools – Board members get direct access to life in schools – Schools included in a more organized way
• Evalua4on of Superintendent – Ensures Board oversight of their lone employee Governance
Community
District
Relationships
Strategic Plan
Learn the Community • Meet External Stakeholders – Poli4cal – Business – Not for Profit – Parents – Community
Governance
Community
District
Rela4onships
Strategic Plan
Learn the Community • AIend Community Events – Lucy Fest – Rumble in the Streets – Labor Day Picnic – Chamber Luncheon with Tom Reed – Shop Jamestown / Eat Jamestown – Vote in Jamestown
Governance
Community
District
Rela4onships
Strategic Plan
Assess Current Staffing • Made changes to Cabinet assignments • Created new classrooms: – Kindergarten class at Lincoln – Special Ed. Class at Ring – Special Ed. Class at Washington
• All changes made using current staff Governance
Community
District
Rela4onships
Strategic Plan
Assess Current Staffing • Adequate? – Budget Cuts over the past 5 years • Teachers
-‐ 50
• Administrators
-‐ 10.75
• Support staff
-‐ 37
– Numerous Programma4c Reduc4ons
Governance
Community
District
Rela4onships
Strategic Plan
Assess Current Staffing • Not Adequate – Coordina4on – Supervision – Professional Development
• No current path to address all of these
Governance
Community
District
Rela4onships
Strategic Plan
Assess Learning System • Is our curriculum Common Core aligned? • What is our instruc4onal delivery capacity? • Do teachers need addi4onal training? • Why are some students struggling so much? • What learning data is collected & analyzed?
Governance
Community
District
Rela4onships
Strategic Plan
Assess Learning System • Common Core? – I see a genuine effort to implement the modules – That is challenging for a number of reasons • Complexity / density / challenge of the prep • Materials not always easily available or understood • Students don’t always process needed prior knowledge • Requires new / different pedagogical approaches Governance
Community
District
Rela4onships
Strategic Plan
Assess Learning System • Instruc4onal Delivery Capacity – Mixed bag • Some very effec4ve student engagement • Some very effec4ve procedures & rou4nes • Some very effec4ve ques4oning techniques • Tremendous amount of level 1 DOK
– More PD in pedagogy & instruc4onal management Governance
Community
District
Rela4onships
Strategic Plan
Assess Learning System • Why are some kids struggling? – Some come with significant deficits – Some have challenges during their 4me here • LEP • SWD
– Poor monitoring of progress – Too many low-‐level ac4vi4es Governance
Community
District
Rela4onships
Strategic Plan
Assess Learning System • Yes, we need more training & support – CCLS & modules – DOK & challenging pedagogy – APPR & Danielson – Crea4ng and using assessment data
• Needs to go beyond intro to implementa4on
Governance
Community
District
Rela4onships
Strategic Plan
Assess Learning System • What do we know based on data? – Performance is comparable to NYS averages – Biggest challenges: • Grades 3 & 5 (both ELA & Math) • Global Studies Regents • Not doing good enough with: – ELLs / SWDs / Hispanic students Governance
Community
District
Rela4onships
Strategic Plan
4 Year Gradua*on Rates
Governance
Community
District
Rela4onships
Strategic Plan
Last Year’s Gradua*on Rates
Governance
• Overall
71%
• Low SES
62%
• Hispanic
53%
• SWD
43%
• LEP
12%
Community
District
Rela4onships
Strategic Plan
Performance on Regents Exams
Governance
Community
District
Rela4onships
Strategic Plan
Performance on 3-‐8 NYS ELA Tests
Governance
Community
District
Rela4onships
Strategic Plan
Performance on 3-‐8 NYS ELA Tests
Governance
Community
District
Rela4onships
Strategic Plan
Performance on 3-‐8 NYS Math Tests
Governance
Community
District
Rela4onships
Strategic Plan
Performance on 3-‐8 NYS Math Tests
Governance
Community
District
Rela4onships
Strategic Plan
Performance on Grade 3 NYS Tests
Governance
Community
District
Rela4onships
Strategic Plan
Performance on Grade 5 NYS Tests
Governance
Community
District
Rela4onships
Strategic Plan
Assess Learning Interven*on • What are we doing for interven4on? – At beginning stages of RTI – Have staff of Reading Teaches that we may be able to deploy more effec4vely – Goal should be to have every child reading at or above grade level by end of 2nd Grade
Governance
Community
District
Rela4onships
Strategic Plan
Assessments for Reading • DIBELS at K-‐4 • SRI at 2-‐8 • But NO tracking of reading development for each child system wide
Governance
Community
District
Rela4onships
Strategic Plan
Assessments for Math
• No assessment system-‐wide
Governance
Community
District
Rela4onships
Strategic Plan
Assessments for Reading & Math • Math screener on order – Star Math for elementary – NWEA for middle schools
• Working to develop tracking system for Reading • eDoctrina new op4on for forma4ve assessments • How we track success addressed in Strategic Plan Governance
Community
District
Rela4onships
Strategic Plan
Repor*ng to Parents • Our Elementary School Report Cards – Completely unaligned to the Common Core – Out of date and in need of revision
• Our Middle School Report Cards – Currently assignment-‐based – May want to consider making them standards-‐based Governance
Community
District
Rela4onships
Strategic Plan
Assess Other Systems • How effec4ve and efficient is our current organiza4on? • What are the strengths & challenges of key team members? • How does each unit measure its progress? • What changes might improve opera4ons? Governance
Community
District
Rela4onships
Strategic Plan
Assess Other Systems • Business side of the house is in great shape • Dale Weatherlow is unparalleled in this area • S4ll, we will change some of our opera4ng procedures: – Most notably how we address our capital program – New Site-‐based Building Advisory CommiIees for Capital Review Governance
Community
District
Rela4onships
Strategic Plan
Rela*onships • Rela4onships are key to all we wish to accomplish – Classroom – Staff in school – Community we serve
• I have forged strong posi4ve rela4onships – And I will con4nue to maintain and grow them Governance
Community
District
Rela*onships
Strategic Plan
Strategic Plan CommiVees • How do we ensure academic rigor and high performance for ALL students? • How do we address the disparity in student achievement? • How do we best aIend to the social/ emo4onal/behavioral needs of students? • How do we measure (and report) our success? Governance
Community
District
Rela4onships
Strategic Plan
Strategic Plan CommiVees • How do we ensure academic rigor and high RIGOROUS performance for ALL ACADEMICS students? • How do we address the disparity in student INTERVENTION achievement? • How do we best aIend to the social/ SOCIAL / EMOTIONAL emo4onal/behavioral needs of students? • ACCOUNTABILITY How do we measure (and report) our success? Governance
Community
District
Rela4onships
Strategic Plan
Strategic Plan CommiVees • How do we ensure strong parent and community engagement? • How do we guarantee access to meaningful extra curricular ac4vi4es for all? • How do we keep technologically current? • How do we present ourselves to the world? Governance
Community
District
Rela4onships
Strategic Plan
Strategic Plan CommiVees • How do we ensure strong parent and ENGAGEMENT community engagement? • How do we provide access to meaningful extra EXTRA CURRICULAR curricular ac4vi4es for all? • TECHNOLOGY How do we stay technologically current? SAVVY • COMMUNICATIONS How do we present ourselves to the & world? PR Governance
Community
District
Rela4onships
Strategic Plan
Strategic Plan CommiVees • Overarching: We need to manage the volume and speed of change. • We do this by iden4fying internal and external stakeholders to serve on these 7 or 8 commiIees. • CommiIees will develop the strategies we should pursue to aIain our goals Governance
Community
District
Rela4onships
Strategic Plan
ENTRY
Capable Students
ENTRY
Dedicated, Hard Working Staff
ENTRY
Involved Parents
ENTRY
Committed Community
CONCLUSION
Governance
Community
District
Rela*onships
Strategic Plan
THANK YOU
Entry Plan Progress Report Tim O. Mains, Superintendent
