Newburyport Public Schools Superintendent’s Entry Plan Report

1. Newburyport Public SchoolsSuperintendent’s Entry Plan Report Marc Kerble, Ed.D. Superintendent of Schools Presented to the School Committee December 6, 2010

2. Introduction ofEntry Plan This report serves as a starting point for the critical work we all must undertake if we are to accomplish our goals, ensuring that all our children achieve at the highest levels and graduate with the knowledge and skills to succeed.

3. Guiding Principles • Developing relationships • Focus on student achievement • Growth mindset • “Greatness” vs. “Goodness” • Leadership makes a difference • Stakeholders inside value stakeholders outside • Enough resources to drive a comprehensive school system

4. Values Vital to a Great School System • Relationships and collaboration • All students reach their potential through meaningful school and community experiences. • Teachers impact student achievement. • High expectations for teachers to teach greatly. • Heroic, unselfish, and inclusive leadership • Communication and collaboration with all stakeholders

5. Entry Data Collection • What we can count • What we can see • What we can hear • Provides insight into our strengths and challenges • Includes a vast amount of data both quantitative and qualitative • Measures the impact of our work over time

6. General Goals of The Entry Plan Process • Get to know the district • Understand the operation • Examine key issues • Analyze and assess student performance • Investigate technology resources • Review instruction practices • Clarify coordination between school and community • Understand the responsibilities of district leaders • Understand the impact of budget cuts • Prepare a cost analysis for restoring programs • Formulate district performance, strengths, and challenges • Frame a vision for the future

7. Areas of Focus • Governance and Leadership • Academics • Family & Community Engagement • Operations

8. GOVERNANCE & LEADERSHIP:School Committee • Strengths/Assets • Challenges/Opportunities • Recommendations • Retreats – Summer & Winter • Winter forum for community • ReviewStrategic Plan- goals & actions

9. GOVERNANCE & LEADERSHIP:Central Office & Human Resources • Strengths/Assets • Challenges/Opportunities • Recommendations • Integrate software for efficiency • Review staff responsibilities & duties • Begin earlier budget process • Fully implement X2 (Sept. 2011) • Review hiring protocol • Institute plan for annual mandatory staff training requirements

10. GOVERNANCE & LEADERSHIP:District & School Leadership • Strengths/Assets • Challenges/Opportunities • Recommendations • Rigorous professional development for all leaders • Address teacher evaluation system • Evolve ‘walk-throughs’ • Implement peer coaching • Administrative consistency in evaluations • Leadership opportunities for teachers • Create internships for teachers

11. GOVERNANCE & LEADERSHIP:High Quality Teaching Through Hiring Practices and Evaluations • Strengths/Assets • Challenges/Opportunities • Recommendations • Revamp teacher hiring calendar • Provide annual training for all evaluators • Provide dept. chairs follow up coaching • Dept. chair participation in leadership courses • Administrative consistency in evaluations • Positive dialogue regarding the value of performance feedback

12. ACADEMICS:Curriculum, Instruction, Assessment • Strengths/Assets • Challenges/Opportunities • Recommendations • Enhance Professional Learning Communities • Develop a curriculum review process • Enhance/update comprehensive literacy plan • Enhance comprehensive math plan • Complete review of Kindergarten program • Examine costs of extended/full day Kindergarten • Develop data teams at all levels • Use data at transition grades • Hire consultant for curriculum compacting

13. ACADEMICS:Curriculum, Instruction, Assessment • Strengths/Assets • Challenges/Opportunities • Recommendations • Train teachers to manage literacy and math blocks • Add a Math Coach at the PreK-8 level • Develop a 3-Year Professional Development Plan • Cultivate relationships with colleges/universities • Encourage admin/teacher leaders to take courses • Develop timeline for ELL training for educators • Provide rigorous before, during, & after school programs • Work with Learning Enrichment Center • Expand elective offerings at the High School

14. ACADEMICS:Technology • Strengths/Assets • Challenges/Opportunities • Recommendations • Develop baseline for classroom computers • Provide peer-to-peer professional sharing • Raise LOTI for teachers through training opportunities • Expand Tech Integrators role in teacher coaching • Implement grade level technology benchmarks • Allow staff home access to files/information • Increase amount of computers available to students • Increase bandwidth • Work on logistics at the HS for students

15. ACADEMICS:Technology • Strengths/Assets • Challenges/Opportunities • Recommendations • Provide training to staff on technology available • Update Strategic Plan to include goals for technology • Develop multi-year plan for purchase of new technology • Update the District Technology Plan • Increase use of assistive technologies • Create a software review team (SRT) • Create a District Technology Committee

16. ACADEMICS:Special Education and Inclusion • Strengths/Assets • Challenges/Opportunities • Recommendations • Implement a more integrated model of inclusion • Train teachers in “teams” • Examine the effectiveness of RTI (Response to Intervention) • Observe the cultures of the schools • Develop a comprehensive map of initiatives • Form a SPED Ad Hoc Committee • Increase teacher knowledge of assistive technologies

17. ACADEMICS:College and Career Readiness • Strengths/Assets • Challenges/Opportunities • Recommendations • Implement Phase I & II of Gulf of Maine Institute • GOMI - Phase III & IV by summer 2012 • Build on the current internship program • Provide support to implement internships, senior projects • Convene a Science Technology, Engineering, & Mathematics (STEM) Committeeby the end of 2011 • Create a Financial Fluency Steering Committee (FFSC) by the end of 2011 • Create an ad hoc committee – community service as a graduation requirement • Expand dual enrollment opportunities (colleges, universities)

18. ACADEMICS:Libraries • Strengths/Assets • Challenges/Opportunities • Recommendations • Create ad hoc committee to review library facilities at the High School • Align program with 21st Century Schools

19. ACADEMICS:Foreign Language • Strengths/Assets • Challenges/Opportunities • Recommendations • Restore foreign language study at the Middle School and the elementary school next year • Add a third foreign language at the High School by September 2012

20. ACADEMICS:Music • Strengths/Assets • Challenges/Opportunities • Recommendations • Solve the scheduling problem that impacts the music program • Hire one general music and choral teacher for grades 4-8 • Add a music teacher to restore the choral program at the High School • Consider arts as a graduation requirement

21. ACADEMICS:Wellness • Strengths/Assets • Challenges/Opportunities • Recommendations • Update policies • Monitor CPR training for staff • Review leadership structure of the nursing staff • Appoint current staff member to oversee Wellness • Coordinate collaboration with Youth Services and Learning Enrichment Center directors

22. FAMILY & COMMUNITY ENGAGEMENTParent Involvement • Strengths/Assets • Challenges/Opportunities • Recommendations • Encourage School Councils to examine school culture and climate • Get families and community members engaged in the life of the school • Each parent must feel connected to the classroom, or the school • Provide educational forums for parents throughout the year

23. FAMILY & COMMUNITY ENGAGEMENTCommunity Partnerships • Strengths/Assets • Challenges/Opportunities • Recommendations • Hire a coordinator to get the following accomplished: • Oversee the planning of programs • Create a directory • Be a liaison between schools & community

24. FAMILY & COMMUNITY ENGAGEMENTCommunications & Marketing • Strengths/Assets • Challenges/Opportunities • Recommendations • Rebuild the music and foreign language programs • Create a marketing ad hoc committee • Design and publish a ‘view’ book • Collaboration between Port Media and the High School for video ‘view’ show

25. OPERATIONSBudget & Finance • Strengths/Assets • Challenges/Opportunities • Recommendations • Start discussion 12/20/10, regarding revenue forecast and funds available from the City • Keep community informed during budget process

26. OPERATIONSBuildings and Grounds • Strengths/Assets • Challenges/Opportunities • Recommendations: Buildings • Create a Long Standing Building Committee (LSBC) • Examine past feasibility studies • Consider structuring of PreK-8 programs • Work with the MSBA re: Newburyport’s Statement of Interest (SOI) • Develop, plan, and oversee the construction and renovation of school buildings

27. OPERATIONSBuildings and Grounds • Strengths/Assets • Challenges/Opportunities • Recommendations: Capital Projects • Re-establish a School Committee sub-committee • Review and prioritize all school based capital projects • Advocate for funding of capital projects

28. OPERATIONSBuildings and Grounds • Strengths/Assets • Challenges/Opportunities • Recommendations: Grounds • Create an Ad Hoc Committee • Investigate ways to improve and maintain the school properties and playing fields • Create a Curb Appeal Project Committee • Focus: outside of buildings regarding landscape design, maintenance, and private funding

29. PRIORITIES • Develop a team approach to moving the district forward toward excellence. • Improve student achievement, especially at the elementary levels. • Expand the current Music and the Foreign Language programs. • Improve the evaluation system to move our teachers to a higher level of practice. • Provide resources to teachers and students so they have the tools necessary for teaching and learning in the 21st Century Classrooms: • updated technology, • classroom and library materials; and, •  facilities.

30. CONCLUSIONS Newburyport is a special place steeped in tradition. It is a close knit community that cares deeply about its children. It has endured budget cuts and loss of programs. Students learn quite well as they progress through our system. Our students are prepared for college when they leave the high school. In fact, Newburyport High School was identified as one of the top 50 high schools in Massachusetts by Globe Magazine. There are several initiatives that are in place to improve student achievement at the elementary level and middle school. I am impressed with the dedication and commitment that staff makes to our children. I have gauged the public schools and have made 95 recommendations. Some of these recommendations should be implemented this year. I am dedicated to addressing the challenges the district faces to make Newburyport the best system it can be. Excellence is contagious. Greatness begets greatness. I expect Newburyport to be great! It is what our students deserve.