office of transformation and innovation board updates january 23, 2012

© 2012 Providence Public School District

1

Office of Transformation and Innovation Board Updates

January 23, 2012


2

• Providence Transformational Leaders Program

• Cohort 2 SIG Planning Process

• Lead Partner RFQ

• United Providence! update


3

What is the Transformational Leaders Program?

Providence School District seeks an elite corps of extraordinary leaders to transform the district’s persistently

low-performing schools into excellent learning environments where all students can achieve at high levels

regardless of their backgrounds.

Providence Transformational Leaders Program is a new initiative designed to build transformative leaders within

the district.


4

Transformational Leaders Program Overview

The mission the Transformational Leaders Program is to recognize, develop, and support transformational educators who will then lead the transformation process in the district’s Innovation Schools, thereby supporting dramatic gains in student achievement.

Mission

Our vision is that all schools will have highly effective leaders that produce significant and rapid gains in student achievement.Vision

• To identify and recognize strong leaders in our district• To provide these leaders with targeted PD and training preparing

them for the unique challenges and opportunities presented by our district’s Innovation Schools

• To ensure that all of our schools, particularly our Innovation Schools, have access to highly effective school leaders

• To ensure that transformational leaders receive ongoing coaching and support

Objectives


5

Transformational Leaders Program Overview

March 2012 – June 2012

Leaders will participate in 10 days of professional development and

intensive leadership training.

Phase I: Spring Intensive

Phase II:Summer Training

Phase III:Yearlong Residency

July 2012 – August 2012

Leaders will immerse themselves in an additional 10-day intensive

training program.September 2012 – June 2013

Turnaround administrators will serve as principals-in-residence and

receive ongoing leadership development and individualized

coaching.


6

The Result

Innovation Zone Principals

Innovation Zone Assistant Principals

Innovation Zone Teacher Leaders for Reform

Providence Transformational Leaders Program

The Transformational Leaders Program is designed to identify and develop principals and APs for the Innovation Schools, and to build a team of teachers that can serve as reform

leaders in these schools.


7



• Lead Partner RFQ and United Providence! update


8

School Improvement Grant Process

10/7/11:RIDE

identifies Cohort 2

PLA schools

11/16/11-12/1/11:Districts

host Stakeholder Meetings

12/9/11: Districts submit model

decisions to RIDE

3/16/12:Districts

submit SIG applications to RIDE

3/30/12:RIDE

awards School

Improvement Grants


9

School Planning Meetings

January 31st – February 2nd

Stakeholder will:

• review school data to identify strengths and areas for improvement

• develop SMART goals and

• identify three priority areas that will form the foundation of the school reform plan

February 7th – 9th

Stakeholder will:

• identify programs, activities, and potential partnerships

• identify strategies designed to produce dramatic gains in student achievement

Planning Session #1: Needs assessment and goal-setting

Planning Session #2: Strategic Planning

Planning Teams will include teachers, staff, parents, students, and community members. The OTI has designed a two-part planning process that will take place at each school.


10



• Lead Partner RFQ

• United Providence! update


11

Lead Partner RFQ

RFQ Respondents:• 5 applications were received by

PSD

Next Steps:• Evaluate RFQ responses by Friday,

January 27

• Schedule interviews with prospective Lead Partners

• Determine PPSD’s budget to engage Lead Partners (SIG award amount)

• Develop performance contracts with Lead Partners


12

United Providence! Update

Providence School Department and Providence Teachers Union are currently developing a business plan for United Providence!

and recently responded to the Lead Partner RFQ.

Joint Labor-Management Compact

Reciprocal Obligation

• Reciprocal obligation is the mutual responsibility and commitment between labor and management to ensure student and school success.

• Reciprocal obligation extends to other important parties in the educational process including staff, partners, and family and community members.

• Rhode Island is the only state that allows districts to pursue the Restart model with an EMO managed collaboratively by labor and management.

• A Joint Labor-Management Compact must detail reciprocal obligations that create a new management structure with shared decision-making designed to fully address the needs of each student in the school.

Education Management

Organization (EMO)

• An EMO is a for-profit or non-profit organization that provides whole-school operation services to an LEA.

• An EMO may also become the employer for staff as part of the School Improvement Grant (SIG) Restart model.


13

Objectives for the Planning Process

To ensure that, above all else, the EMO is designed to promote dramatic gains in student achievement.

Determine the viability and long-term sustainability of United Providence.

1

2

Continue building a strong and collaborative relationship between Providence School Department (PSD) and Providence Teachers Union (PTU).3

Design and launch the EMO by leveraging best practice research from successful Lead Partners across the country. 4

Create a shared understanding of the role and responsibilities of a Lead Partner organization.5


14

Planning Schedule

Date Topics

Week of 1/16/12• Topic 1: Lead Partner responsibilities• Topic 2: Governance structure • Topic 3: Staffing plan • Topic 4: Mission, vision, and core beliefs

January 20, 2012 Response to the Lead Partner RFQ due to PSD

Week of 1/23/12• Topic 6: Budget projections• Topic 7: Fundraising strategy• Topic 8: Risk analysis and mitigation strategies

Week of 1/30/12 • Topic 9: Accountability and performance metrics • Topic 10: Growth and sustainability• Topic 11: Implementation timeline


15

Business Plan Outline

Part 1: Executive Summary• Mission, vision, and core beliefs• Short- and long-term goals

Part 2: Organization and Management• Governance structure • Staffing plan and recruitment strategy • Composition and responsibility of the Board

Part 3: Strategy and Services• Role and responsibilities of a Lead Partner • Framework or approach to school turnaround• Service delivery model

Part 4: Financial Plan • Budget projections• Major sources of revenue and expense • Philanthropic strategy, potential funders, and

fundraising targets

Part 5: Risk analysis• Potential risks • Mitigation strategies

Part 6: Growth and Sustainability• Growth plan• Long-term sustainability analysis• Portfolio strategy for schools

Part 7: Implementation • Action plan and implementation timeline• Tasks, responsibilities, resource allocation, and

deadlines

Part 8: Accountability Metrics• Goals and performance metrics • Data strategy • Targets and performance benchmarks


16

Benchmarking Research to Inform UP!’s Business Plan

Academy for Urban School Leadership, Chicago, IL

CPS Office of School

Turnaround, Chicago, IL

Mastery Schools, Philadelphia, PA

Friendship Schools,

Washington, DC and Baltimore, MDGreen Dot,

Los Angeles, CA

LA’s Promise, Los Angeles, CA

Lead Academy, Nashville, TN


17

Role of the Lead Partner

are nonprofit organizations or units of district central offices on contract with the district or state to turn around schools. Lead Partners receives authority and flexibility and are accountable for results. The role of the Lead Partner is defined by four overarching responsibilities:

Sign a 3-5 year performance contract for student achievement with the district or state that:• Assigns the Lead Partner responsibility for a small,

intentional cluster of schools where systems and programs will be aligned

• Holds the Lead Partner accountable for improving student achievement

Provide core academic and student support services directly or by aligning the services of other programs and supporting partners, who are on sub-contracts with the Lead Partner, and build internal capacity within the schools and by extension, the district

Assume authority for decision making on school staffing (as well as time, money, and program); the Lead Partner:• Hires a new principal or approves the current one• Supports the principal in hiring and replacing

teachers and has responsibility for bringing in a meaningful cohort of new instructional staff

Maintain an embedded, consistent, and intense relationship with each school, requiring a presence in each school 5 days per week during the turnaround period

1 2

3 4

Lead Partners:

ACCOUNTABILITY AUTHORITY

COMPREHENSIVE SERVICES SCHOOL PRESENCE

office of transformation and innovation board updates january 23, 2012

Documents