Board of Education Committee - PDF Free Download

Review i ng & Refining Central Office Roles, Responsibilities, & Decision-Making Rights Board of Education Committee November 21, 2017 2017 DISTRICT MANAGEMENT GROUP

Agenda Goals & Methodology Proposed Organizational Chart Additional Considerations Q & A 2

Agenda Goals & Methodology Proposed Organizational Chart Additional Considerations Q & A 3

There were four main goals for reviewing and refining central office roles, responsibilities, and decision-making rights. Project Goals 1 Gain deep understanding of current central office organizational structure, including roles, responsibilities, and decision-making rights. 2 Identify strengths, frictions, gaps, overlapping responsibilities, or blurred responsibilities in current organizational structure. 3 Develop recommendations for an updated organizational chart and guidance on clarifying roles, responsibilities, and decision-making rights. 4 Map core functions for how work and decisions should flow through the central office and schools. 4

There are three major phases to this work and all 9 steps have been completed. Project Timeline Conduct Diagnostic Clarify Roles & Responsibilities Codify Decision- Making Processes 1 Gather district data - Organizational chart - Job descriptions 4 Define and map core functions and processes 7 Refine job descriptions - Financial data -Strategic plan 2 Conduct focus group and interviews 5 Delineate decision rights and key responsibilities for each leadership position 8 Create refined organizational structure 3 Share preliminary observations 6 Clarify interface between central office and schools 9 Propose refined workflow of key functions and processes in curriculum, instruction, and assessment 5

The diagnostic combined significant qualitative evidence and robust data analysis to build understanding of central office roles and responsibilities. Diagnostic Methodology Qualitative Evidence Data Analysis Interviews and focus groups with: Central office administrators: Superintendent Assistant Superintendents Finance Human Resources School Improvement & Professional Development Student Support Services Special Education Research Facilities Food Services Transportation Public Affairs Information Grants & Funded Programs Summer School Adult & Continuing Education TOSAs Curriculum Associates Key Findings: DMGroup Recommendations for Refined Central Office Organizational Structure Current central office organizational chart Job descriptions District strategic plan Department-level APQC process maps District-provided data including: Staff data Financial data Contracted services Elementary and secondary principals Central Office support staff 6

The district has articulated a theory of action for how central office can most effectively support our schools. Theory of Action for Central Office DRAFT IF THEN Central office guides, supports, and coordinates school and department efforts to achieve goals and objectives, employ district strategies, and implement core processes AND Central office clearly delineates roles and responsibilities (RASCI) around core processes AND There are structures, processes, procedures, and practices to facilitate communication, coordination, and organizational learning Schools will be equipped to improve student learning at scale in all domains (Mind, Heart, and Body) 7

DMGroup identified a few key areas for growth in current central office roles, responsibilities, and decisions-making rights. Key Areas For Growth Accountability Communication Collaboration Use of data Connection between curriculum & professional development Silos between supports for struggling students and teaching and learning Technology integration 8

Below is the current central office operational organizational chart. Current State Operational Organizational Chart BOE Superintendent of Schools Asst Supt Secondary Dir of Security Public Affairs Officer Interim CIO Exec Dir of HR Dir of Grants Dir of Transportation Asst Supt Elementary Exec Dir of Student Support Dir of SPED Asst Dir of SPED (3) Dir of Food Services** Asst Director of Grants Exec Dir of Finance Exec Dir of Research Dir of Facilities** Dir of Early Childhood Dir of School Improvement & PD Dir of School Improvement & PD Secondary Principals (8) Elementary Principals (13) **Contracted position 9

Agenda Goals & Methodology Proposed Organizational Chart Additional Considerations Q & A 10

There were three key inputs for the development of the proposed central office organizational structure. Key Inputs Themes from Diagnostic Supt s Belief of How Central Office Can Effectively Support Schools Alignment with & in Support of Strategic Plan This proposed organizational structure went through multiple rounds of feedback and revisions Proposed Central Office Organizational Structure 11

The proposed organizational chart streamlines communication, increases accountability and collaboration, and prioritizes coaching of principals. Proposed Future State Organizational Chart PRELIMINARY BOE Chief Operations Officer (COO) Superintendent of Schools Deputy Superintendent Public Affairs Officer (PAO) Chief Financial Officer (CFO) Associate Supt of School Development Associate Supt of Human Capital Associate Supt of Teaching & Learning Each Central Office Senior Leader Has 4 High-Level Functions for Their Areas/Departments: 1) Developing core systems and processes 2) Establishing accountability mechanisms for these systems and processes 3) Collaborating, and sharing knowledge and expectations of systems across senior leadership 4) Monitoring the implementation of those systems through their work with principals and developing principals instructional leadership capacity 12

An interim organizational chart removes the deputy superintendent role and redistributes these responsibilities among senior leadership. Proposed Organizational Chart (INTERIM) PRELIMINARY BOE Superintendent of Schools PAO COO Associate Supt of School Development Associate Supt of Human Capital Associate Supt of Teaching & Learning CFO Each Central Office Senior Leader Has 4 High-Level Functions for Their Areas/Departments: 1) Developing core systems and processes 2) Establishing accountability mechanisms for these systems and processes 3) Collaborating, and sharing knowledge and expectations of systems across senior leadership 4) Monitoring the implementation of those systems through their work with principals and developing principals instructional leadership capacity. 13

In addition to those 4 high-level functions and the coaching of principals, each senior leader has a few core responsibilities. Proposed Core Responsibilities of Central Office Cabinet Leaders Deputy Supt and all Associate Supts each supervise, coach, evaluate, and mentor 5 principals to: Monitor and support the implementation of SIPs and school-level systems and structures Monitor and ensure accountability of student improvement and learning Conduct evaluative observations of principals with Deputy Superintendent COO Manages all district operations Serves as a liaison between district and city in all operational matters Oversees Directors of: Technology, Research, Facilities, Food Services, Transportation, & Security Associate Supt of School Development Establishes district vision Collaborates with BOE Builds and manages relations with community, local and state officials Provides highlevel direction on instructional and operational matters Develops and monitors systems for SIPs Manages student discipline in collaboration with principals Oversees Directors of: Family & Community Engagement, Alternative Education & Summer School, Adult Education, College & Career Readiness/Guidance Services, & Co-Curricular Activities BOE Superintendent of Schools Deputy Superintendent Associate Supt of Human Capital Develops district-wide Human Capital vision and strategy Ensures the quality of teachers and principals Develops annual high-level district-wide PD plan and calendar Provides and manages state and federal mandated PD Oversees the management of HR system and processes Sign MOU/MOAs Develops and conducts engagement strategies for internal stakeholders (employees and staff) Manage the collective bargaining process Oversees district s strategic plan Integrates knowledge derived from research Coordinates enterprise management Conducts evaluative observations of principals with Associate Supts Oversees all principal evaluations Associate Supt of Teaching & Learning Develops and oversees curriculum renewal system, ensuring alignment with standards and assessments Provides content expertise and support to schools Develops content for PD aligned with district and school PD plans Ensures all students (EL students, students with IEPs) have access to high-quality instruction and supports Ensures alignment of all external and internal engagement strategies with district vision and brand (including PRELIMINARY district website, social media, press releases, publication, etc.) Develops and conducts engagement strategies with external stakeholders Manages all external complaints, concern, and crisis management Coordinates with Deputy Supt on crossdepartmental communication efforts PAO CFO Manages annual district budget Collaborates with schools and departments to develop budgets Maintains and improves financial systems and procedures 14

In the interim organizational chart, the responsibilities of the Deputy Superintendent are shared by the Superintendent and Associate Superintendent of School Development. Proposed Core Responsibilities (INTERIM) All Associate Supts each supervise, coach, mentor, and evaluate 6-7 principals to: Monitor and support the implementation of SIPs and school-level systems and structures Monitor and ensure accountability of student improvement and learning COO Manages all district operations Serves as a liaison between district and city in all operational matters Oversees Directors of: Technology, Research, Facilities, Food Services, Transportation, & Security Establishes district vision Collaborates with BOE Builds and manages relations with community, local, and state officials Provides high-level direction on instructional and operational matters Oversees district s strategic plan Associate Supt of School Development Integrates knowledge derived from research Coordinates enterprise management Develops and monitors systems for SIPs Manages student discipline in collaboration with principals Oversees Directors of: Family & Community Engagement, Alternative Education & Summer School, Adult Education, College & Career Readiness/Guidance Services & Co-Curricular Activities BOE Superintendent of Schools Associate Supt of Human Capital Develops district-wide Human Capital vision and strategy Ensures the quality of teachers and principals Develops annual highlevel district-wide PD plan and calendar Provides and manages state and federal mandated PD Oversees the management of HR system and processes Sign MOU/MOAs Develops and conducts engagement strategies for internal stakeholders (employees and staff) Manage the collective bargaining process Ensures alignment of all external and internal engagement PRELIMINARY strategies with district vision and brand (including district website, social media, press releases, publication, etc.) Develops and conducts engagement strategies with external stakeholders Manages all external complaints, concern, and crisis management Coordinates with Deputy Supt on cross-departmental communication efforts Associate Supt of Teaching & Learning Develops and oversees curriculum renewal system, ensuring alignment with standards and assessments Provides content expertise and support to schools Develops content for PD aligned with district and school PD plans Ensures all students (EL students, students with IEPs) have access to high-quality instruction and supports PAO CFO Manages annual district budget Collaborates with schools and departments to develop budgets Maintains and improves financial systems and procedures 15

Directors Directors Directors Directors The proposed roles beneath central office cabinet leaders support effective communication, collaboration, and accountability. Proposed Roles Beneath Central Office Cabinet Leaders PRELIMINARY BOE Special Assistant to Superintendent Superintendent of Schools PAO COO Deputy Superintendent CFO Research Transportation Food Services** Facilities** Security Technology Associate Supt of School Development Family & Community Engagement Alt. Schools & Summer School Adult Education College & Career Readiness/ Guidance Services Co-curricular Activities Associate Supt of Human Capital Talent Acquisition PD & Support Human Capital Accountability HR Management Associate Supt of Teaching & Learning Pre-K Curriculum & Instruction (K-12) Student Data & Assessment SRBI Special Education Asst CFO Position Control Coordinator Director of Grants Asst Directors Special Education (4) Note: Positions are not listed in rank order EL **Contracted position 16

There are 6 key improvements in the proposed re-organization of central office. Future State Organizational Chart 6 Key Improvements 1 2 Distinct Responsibilities for Data One Person Accountable for K-12 District Improvement The COO oversees system-wide or high-level data systems and structures, while Teaching & Learning oversees student-related data and assessments which inform instruction The Deputy Superintendent is accountable for overseeing the District Improvement Plan (DIP) and all principal evaluations 3 4 Increased Coordination & Accountability K-12 Between Curriculum, Instruction, Assessment, & Special Services Clarified Professional Development Ownership Curriculum, instruction, assessment, EL, and special education are housed together to increase coordination and accountability K-12 A Director of EL is responsible for ensuring high-quality supports to the district s EL student population Human Capital is responsible for coordinating and managing PD districtwide, while Teaching & Learning is responsible for developing best practice PD content 5 6 Clear Responsibility & Communication Channels for Supporting Schools Clear Accountability for Supporting SRBI (Academics & Behavior) The Deputy Superintendent and all 3 Associate Superintendents are responsible for supporting 5 principals directly They are in close and frequent communication and work collaboratively to ensure aligned expectations and implementation district-wide Teaching & Learning is accountable for all SRBI interventions (both academic and behavior) with tight coordination with curriculum and assessment, special education, and EL services to ensure all students access consistent, best practice services 17

The new structure will help facilitate implementing district systems by enhancing communication, collaboration, accountability, and support for schools. Example System: School Improvement Plan (SIP) Development Process School Improvement Plan (SIP) Development Process Develop system for monitoring and managing all SIPs Review school-level data and identify SIP goals, objectives, and initiatives Implement SIPs Monitor implementation of SIPs Responsibility Associate Superintendent of School Development Principals & Associate or Deputy Superintendent supervisor Principals Deputy and Associate Superintendents Key Benefits Communication: Associate Supt for School Development oversees system for SIPs, but communicates with Deputy and other Associate Supts during Instructional Cabinet meetings to ensure system is well understood and implemented with fidelity in their work with principals. Collaboration: Associate & Deputy Supts collaborate with principal mentees to develop SIPs Accountability: Associate & Deputy Supts accountable to student outcomes in 5 schools Support for Schools: Associate & Deputy Supts conduct biweekly instructional rounds with principal mentees to monitor progress towards SIP goals and build capacity as instructional leaders 18

Agenda Goals and Methodology Proposed Organizational Chart Additional Considerations Q & A 19

Some additional considerations have been identified as the district looks to move towards a refined organization chart. Additional Considerations What professional development/training will be needed to support individuals in their new roles? How will the refined organizational structure impact the number and distribution of clerical/oss staff? How will the internal organization (i.e. seating) within central office be changed to enhance communication and collaboration? How will the meeting structure be refined to ensure strategic collaboration and communication among Associate Superintendents? 20

Agenda Goals and Methodology Proposed Organizational Chart Additional Considerations Q & A 21

Q & A 22

If you have any comments or questions about the contents of this document, please contact District Management Group: Tel: (877) 362-3500 Email: info@dmgroupk12.com Fax: (617) 491-5266 Web: www.dmgroupk12.com Mail: 133 Federal Street, Boston, MA 02110 23

APPENDIX Proposed Responsibilities 24

Directors Directors Directors Directors Central office cabinet leaders will work closely to support effective communication, collaboration, and accountability. Proposed Roles of Central Office Cabinet Leaders PRELIMINARY BOE Special Assistant to Superintendent Superintendent of Schools PAO COO Deputy Superintendent CFO Research Transportation Food Services** Facilities** Security Technology Associate Supt of School Development Family & Community Engagement Alt. Schools & Summer School Adult Education College & Career Readiness/ Guidance Services Co-curricular Activities Associate Supt of Human Capital Talent Acquisition PD & Support Human Capital Accountability HR Management Associate Supt of Teaching & Learning Pre-K Curriculum & Instruction (K-12) Student Data & Assessment SRBI Special Education Asst CFO Position Control Coordinator Director of Grants Asst Directors Special Education (4) Note: Positions are not listed in rank order EL **Contracted position 25

Proposed Responsibilities of Central Office Cabinet Leaders PRELIMINARY Title Superintendent Public Affairs Officer (PAO) Chief Financial Officer (CFO) Chief Operational Officer (COO) Core Responsibilities Establishes district vision Collaborates with BOE Builds and manages relations with community and local and state officials Provides high-level direction on instructional and operational matters Develops district brand Ensures alignment of all external and internal engagement strategies with district vision and brand (including district website, social media, press releases, publication, etc.) Develops and conducts engagement strategies with external stakeholders Manages all external complaints, concern, and crisis management Coordinates with Deputy Supt on cross-departmental communication efforts Manages annual district budget Collaborates with schools and departments to develop budgets Maintains and improves financial systems and procedures Manages all district operations Serves as a liaison between district and city in all operational matters Oversees Directors of: Technology, Research, Facilities, Food Services, Transportation, & Security 26

Proposed Responsibilities of Central Office Cabinet Leaders (Cont d) PRELIMINARY Title Deputy Superintendent Associate Supt of School Development Associate Supt of Human Capital Associate Supt of Teaching & Learning Core Responsibilities Oversees district s strategic plan Integrates knowledge derived from research Coordinates enterprise management Conducts evaluative observations of principals with Associate Supts Oversees all principal evaluations Supervises, coaches, evaluates and mentors 5 principals Develops and monitors systems for SIPs Manages student discipline in collaboration with principals Oversees Directors of: Family & Community Engagement, Alternative Education & Summer School, Adult Education, College & Career Readiness/Guidance Services, & Co-Curricular Activities Supervises, coaches, evaluates and mentors 5 principals Develops district-wide Human Capital vision and strategy Ensures the quality of teachers and principals Develops annual high-level district-wide PD plan and calendar Provides and manages state and federal mandated PD Oversees the management of HR system and processes Signs MOU/MOAs Develops and conducts engagement strategies for internal stakeholders (employees and staff) Manages the collective bargaining process Supervises, coaches, evaluates and mentors 5 principals Develops and oversees curriculum renewal system, ensuring alignment with standards and assessments Provides content expertise and support to schools Develops content for PD aligned with district and school PD plans Ensures all students (EL students, students with IEPs) have access to high-quality instruction and supports Supervises, coaches, evaluates and mentors 5 principals 27

Directors Directors Directors Directors The proposed roles associated with each central office cabinet leader will be expected to communicate, collaborate, and be accountable to the central office leader and to each other. Proposed Roles Beneath Central Office Cabinet Leaders BOE PRELIMINARY Special Assistant to Superintendent Superintendent of Schools PAO COO Deputy Superintendent CFO Research Transportation Food Services** Facilities** Security Technology Associate Supt of School Development Family & Community Engagement Alt. Schools & Summer School Adult Education College & Career Readiness/ Guidance Services Co-curricular Activities Associate Supt of Human Capital Talent Acquisition PD & Support Human Capital Accountability HR Management Associate Supt of Teaching & Learning Pre-K Curriculum & Instruction (K-12) Student Data & Assessment SRBI Special Education Asst CFO Position Control Coordinator Director of Grants Asst Directors Special Education (4) Note: Positions are not listed in rank order EL **Contracted position 28

Proposed Responsibilities Within Operations Department PRELIMINARY Title Director of Research Director of Security Core Responsibilities Analyzes and evaluates district programs and district-level data trends Leads District Data Team (DDT) meetings Manages reports for schools, BOE, Cradle to Career, CT Department of Education, and federal requirements Designs and conducts longitudinal studies Plans for, manages, monitors, and projects student enrollment Oversees and manages student registration and magnet lottery processes Oversees and manages student information systems (e.g., Powerschool) and training on the SIS Manages transcripts and records Tracks and analyzes student attendance and discipline data Ensures coordination and alignment across all district data management systems Coordinates with Director of Grants to provide necessary data for applications and collect data for and evaluate grant effectiveness Coordinates with Food Services to manage FRPL registration and paperwork Collaborates with Finance dept. to plan, develop, and forecast budget Coordinates a comprehensive security/school safety program Collaborates with Finance dept. to plan, develop, and forecast budget Provides training and assistance to administrators and staff in matters of safety and security 29

Proposed Responsibilities Within Operations Department (Cont d) PRELIMINARY Title Director of Transportation Transportation Coordinator Director of Food Services** Director of Facilities** **Contracted position Core Responsibilities Coordinates all general education and special education in- and out-ofdistrict transportation logistics (bus routes, vehicle safety/inspections, etc.) Collaborates with Finance dept. to plan, develop, and forecast budget Manages all transportation personnel and vendors Supports Director of Transportation in coordinating all general education and special education in- and out-of-district transportation logistics (bus routes, vehicle safety/inspections, etc.) Coordinates all food service district-wide (developing menus, coordinating with suppliers, etc.) Collaborates with Finance dept. to plan, develop, and forecast budget Manages all food service personnel and vendors Collaborates with Research dept. to implement FRPL program Coordinates all maintenance, custodial, and grounds operations district-wide Collaborates with Finance dept. to plan, develop, and forecast budget Manages all facilities personnel and vendors Develops long-term facilities plan, including capital projects Develops, monitors, and refines work order process Manages and tracks maintenance of all equipment and resources Monitors and manages environmental health and safety of facilities and grounds (e.g., maintenance of smoke and carbon monitor detectors, asbestos removal, etc.) 30

Proposed Responsibilities Within Operations Department (Cont d) PRELIMINARY Title Director of Technology Core Responsibilities Develops district IT strategy Manages technology infrastructure and materials/resources Collaborates with Finance dept. to plan, develop, and forecast budget Perform IT research and assess new technology innovations Monitors and evaluates district IT systems and technology Develops and manages IT customer relations Monitors, captures, and analyzes IT customer satisfaction Oversees the integration of digital learning in schools and collaborates with Teaching & Learning Department to embed in curriculum and professional development Develops and monitors district website, coordinating with PAO to ensure brand alignment and schools and departments to provide content Develops, implements, and evaluates security, privacy, and data projection controls, strategies, and levels Manages school messenger system **Contracted position 31

Proposed Responsibilities Within School Development Department PRELIMINARY Title Director of Family & Community Engagement Director of Alternative Schools & Summer School Director of Adult Education Director of College & Career Readiness / Guidance Services Director of Co-Curricular Activities Core Responsibilities Develops and conducts all engagement with families and students (including meetings, print, website, and social media) Coordinates and communications district-wide family engagement calendar (e.g., PTO meetings, open houses, parent-conferences) Supports principals in developing school-level family engagement plan Organizes district concerts, music festivals, parades, and visual arts displays Manages ARTs alternative education programs Manages all summer school programs (including enrichment, remedial, and transitional summer schools) Ensures learning quality and accountability to student learning outcomes Manages all adult education programming and mandated courses, including GED, citizenship, arts, business, dance, finance, fitness, languages, and special interest courses Manages all district college and career readiness programming and school to career model for district (e.g., Naviance, high school profiles for college applications) Develops guidance curriculum framework Develops and manages partnerships with local businesses for student job shadowing, mentoring, and internship opportunities Supervises all guidance counselors (K-12) Manages and oversees all co-curricular activities (e.g., sports, clubs, music, art) Collaborates with principals to increase engagement in co-curricular activities Oversees athletic directors who oversee athletic coaches 33

Proposed Responsibilities Within Human Capital Department PRELIMINARY Title Director of Talent Acquisition Director of Professional Development & Support Core Responsibilities Manages comprehensive recruitment, screening and selection process for all certified staff and induction of new certified and non certified employees. Aligns staffing plan to work force plan and district strategies/resource needs Collaborates with departments and schools to develop job descriptions Manages and develops employee diversity plan Develops and manages reward, recognition, and incentive programs Manages hiring and deployment of substitute teaching staff Develops, coordinates, and oversees district-wide PD plan and calendar Aligns professional development plan to needs articulated in SIPs for growth and continuous development Collaborates with district administrators and teachers to establish standards for professional development Manages system for collecting feedback and monitoring impact of professional development Plans and executes annual new teacher orientation Develops and coordinates ongoing professional development for both current and aspiring principals 35

Proposed Responsibilities Within Human Capital Department (Cont d) PRELIMINARY Title Director of Human Capital Accountability Director of Human Resources Management Core Responsibilities Manages and oversees teacher evaluations for all tenured and non-tenured teachers and assures compliance with state and district evaluation procedures Communicates and manages tenure decisions Manages teacher discipline process Manages and responds to internal complaints and grievances Manages policies (e.g., Title IX) Manages mediations and dispute resolutions Manages legal and ethical issues Develops and oversees district-wide HR processes and protocols Interprets HR policies, regulations, and employee agreements Manages new hires, transfers, staffing, resignations, and leaves of absences Manages employee customer service and benefits Monitors background checks, fingerprinting, and certification Coordinates with BOE HR to monitor HR employee data system (HRIS), including employee time and attendance systems Coordinates internal employee HR communication Develops and manages employee engagement and satisfaction Relocates employees and manages assignment 36

Proposed Responsibilities Within Teaching & Learning Department PRELIMINARY Title Director of Pre-K Director of Curriculum & Instruction (K 12) Core Responsibilities Manages district pre-k program at 5 sites Supervises principals to ensure pre-k programs are implemented with fidelity. Oversees all Curriculum Coordinators Collaborates with Asst. Supt for Teaching and Learning and Coordinators to develop district curriculum philosophy and identify transdisciplinary skills/dispositions Coordinates with Director of Student Data and Assessments to develop benchmark assessments Develops curriculum design framework (standards, power standards) Oversees the vetting of curriculum units that will be shared across the district Develops and supports e-platform for sharing of units across district Oversees the identification of guaranteed instructional practices by subject area Develops philosophy for and monitors implementation of K-12 enrichment and gifted and talented program Manages teacher orientation for newly hired teachers throughout the year Ensures technology integration with curriculum resources 38

Proposed Responsibilities Within Teaching & Learning Department (Cont d) PRELIMINARY Title ELA Coordinator (K-12) Math Coordinator (K-12) Science Coordinator (K-12) Social Studies Coordinator (K-12) World Language Coordinator (K-12) Visual and Performing Arts Coordinator (K-12) Health/PE Coordinator (K-12) Core Responsibilities [ELA Coordinator only] Oversees/coordinates library and media services Supports Director in curriculum development and renewal process Identifies and gets approval of curriculum resources Identifies professional development needs at school level Oversees creation of content for professional development for subject area Develops district-wide PD materials for subject-area Provides training and resources to schools in curriculum design and instructional strategies Vets curriculum units that will be shared across the district Identifies guaranteed instructional practices by subject area 39

Proposed Responsibilities Within Teaching & Learning Department (Cont d) PRELIMINARY Title Director of Student Data & Assessment Director of SRBI SRBI Coordinator (Academic) SRBI Coordinator (Social, Emotional, & Behavioral) Core Responsibilities Monitors student performance on state and benchmark assessments Develops district-wide benchmark assessments and scoring system Manages student data assessment system Provides PD on maintaining functional PLCs and data teams Manages reports to inform the development of School Improvement Plans, for school-level data teams, and Smarter Balanced results Communicates aligned SRBI vision and process district-wide Develops and provides necessary resources and training to schools to ensure effective implementation of SRBI Supports school-level data teams in SRBI process Monitors effectiveness of SRBI system Identifies scientific, research-based academic/behavior interventions for Tiers 1-3 Maintains database for schools with menu of academic/behavior interventions for Tiers 1-3 and aligned resources 40

Proposed Responsibilities Within Teaching & Learning Department (Cont d) PRELIMINARY Title Director of EL Core Responsibilities Manages district-wide EL services Manages entry/exit process for EL students Oversees and evaluates all EL staff (teachers, paraprofessionals) Identifies PD needs related to EL strategies at school level Manages Ellevation data system Communicates with families regarding EL services and assessment results Monitors effectiveness of EL services using student data and observation Manages and monitors compliance of EL services Coordinates with Director of Curriculum and Instruction on curriculum development, implementation, and evaluation Coordinates with Director of PD and Support on developing EL content for PD Coordinates with Director of Grants on Title III grant writing, data collection, and evaluation Coordinates with Director of C&I on developing, implementing, and evaluating SEL curriculum 41

Proposed Responsibilities Within Teaching & Learning Department (Cont d) PRELIMINARY Title Director of Special Education Assistant Director of Special Education (1) Assistant Director of Special Education (2) Core Responsibilities Manages district-wide special education services (e.g., support services provided, develops entrance and exit criteria for services, identification process, etc.) Monitors special education student achievement and intervenes when necessary to close achievement gaps Oversees and evaluates all special education staff (teachers, paraprofessionals, social workers, psychologists) Coordinates with Director of SRBI regarding social-emotional staffing needs in collaboration with principals Identifies PD needs related to special education strategies at school level Ensures IEP compliance with state and federal law Develops a plan for academic and life skills achievement Communicates with and educates parents and families on the IEP process Supports Director and specializes in: evaluations, compliance, 504s Oversees student health services Supports Director and specializes in: academic instruction 42

Proposed Responsibilities Within Teaching & Learning Department (Cont d) PRELIMINARY Title Assistant Director of Special Education (3) Assistant Director of Special Education (4) Coordinator of Transition Services Core Responsibilities Supports Director and specializes in: related services SLP, OT, PT, psychologists, social workers Supports Director and specializes in: specialized programs, out-ofdistrict services & transportation, hospital/ homebound services; oversees coordinator of transition services Monitors and supports school-based staff in transition planning for students with special needs 43

Proposed Responsibilities Within Finance Department Title Assistant CFO Position Control Coordinator Core Responsibilities Supports CFO in: Manages annual district budget PRELIMINARY Collaborates with schools and departments to plan, develop, and forecast budgets and perform cost management Maintains and improves financial systems and procedures Develops and manages systems for storing financial information Facilitates district-wide data integration Oversees accounts payable and expense reimbursements Oversees internal control Assists with district internal audit Performs revenue accounting, general accounting, and reporting Evaluates and manages financial performance Administers bidding process and contracts for vendor performance/compliance within established policies (e.g., prepare specifications, evaluate bids, recommend vendors, conduct bid meetings, etc.) for the purpose of securing items and/or services Manages logistics and warehousing Reviews and monitors district staffing requests for compliance with authorized budget allocations Manages, maintains, and acts as a liaison for the position control system and the human resources department regarding approved positions for recruitment Assists in the development of policies and procedures relating to the improvement of the position control system Prepares management reports and cost estimates related to labor contracts 45

Proposed Responsibilities Within Finance Department (Cont d) PRELIMINARY Title Director of Grants Core Responsibilities Monitors the financial management of grants (e.g. budget preparation, budget adjustments, expenditures, etc.) for the purpose of complying with all program and funding guidelines of awarding organizations Collaborates with schools and departments to identify relevant grant opportunities Works with Associate Superintendents to ensure grant funds are targeted to district strategic priorities Manages grant applications and processes (e.g., Title I, Title II, Title III, IDEA, etc.) Manages all paperwork/data systems for grants to ensure compliance with district, state, and federal policies and procedures Collaborates with Director of Research to collect data for and evaluate grant effectiveness 46

The district curriculum development process involves both central office curriculum coordinators and school-based curriculum teams. Proposed Responsibilities: District Curriculum Development Process DRAFT Director of Curriculum & Instruction Curriculum Coordinators School-based Curriculum Teams Oversees all Curriculum Coordinators Collaborates with Asst. Supt for Teaching and Learning and Coordinators to develop district curriculum philosophy and identify transdisciplinary skills/dispositions Coordinates with Director of Student Data and Assessments to develop benchmark assessments Develops system-wide curriculum design framework (standards, power standards) Oversees process for vetting curriculum units that will be shared across the district Develops and supports e- platform for sharing of units across district Oversees the development of guaranteed instructional practices by subject area Supports Director in curriculum development and renewal process Identifies and gets approval of curriculum resources Identifies professional development needs at school level Oversees creation of content for professional development for subject area Develops district-wide PD materials for subject-area Provides training and resources to schools in curriculum design and instructional strategies Identifies guaranteed instructional practices by subject area Vets curriculum units that will be shared across the district Develops curriculum maps and sequencing Designs curriculum units Designs learning plans Creates formative assessments Selects supplemental curriculum resources/materials 47

DMGroup identified areas where roles and responsibilities may be blurry, overlapping, have gaps, or have differences in formal and informal roles. The Four Flavors of Unclear Roles and Responsibilities Blurry Overlapping Key players are uncertain who has the final say Multiple key players have the final say Gap Formal vs. Informal No one has formal authority Official role different from actual role Source: DMGroup 48

DMGroup Recommendations Supporting Communication & Collaboration Via Cross- Functional Leadership Meetings 49

Directors Directors Directors Directors The proposed organizational chart streamlines communication, increases accountability and collaboration, and prioritizes coaching of principals. Proposed Central Office Organizational Structure Fall 2017 PRELIMINARY BOE Special Assistant to Superintendent Superintendent of Schools PAO COO Deputy Superintendent CFO Research Transportation Food Services** Facilities** Security Technology Associate Supt of School Development Family & Community Engagement Alt. Schools & Summer School Adult Education College & Career Readiness/ Guidance Services Co-curricular Activities Associate Supt of Human Capital Talent Acquisition PD & Support Human Capital Accountability HR Management Associate Supt of Teaching & Learning Pre-K Curriculum & Instruction (K-12) Student Data & Assessment SRBI Special Education Asst CFO Position Control Coordinator Director of Grants Asst Directors Special Education (4) Note: Positions are not listed in rank order EL **Contracted position 50

The superintendent holds weekly cabinet meetings in a sprint format to quickly identify and troubleshoot any pressing issues. Meeting #1: Cabinet Sprint Meeting Superintendent of Schools PRELIMINARY Public Affairs Officer (PAO) Chief Operations Officer (COO) Deputy Superintendent Chief Financial Officer (CFO) Associate Supt of School Development Associate Supt of Human Capital Associate Supt of Teaching & Learning Timing: Weekly (30 45 minutes) Objective: Conduct high-level sprint to discuss strategic plan goals and objectives, or other issues Agenda: Check in on next steps from prior meeting Round Robin: Discuss any current issues Engage in collective problem solving Identify next steps with clear owners and timelines Sprint meetings, often used in the technology development sector, are timeboxed working sessions where the entire team agrees to review and address a set of product backlog items. The structured format and time restraint allows the team to remain focused and flexible while progressing towards goals. 51

The instructional cabinet meets bi-weekly to share expertise and discuss problems of practice to support their work in mentoring principals. Meeting #2: Instructional Cabinet Meeting Deputy Superintendent If no Deputy in interim state, consider establishing rotating meeting leader CFO and COO can join as needed Associate Supt of School Development Associate Supt of Human Capital Associate Supt of Teaching & Learning Timing: Bi-weekly (60 minutes) Objectives: (1) Share progress on strategic planning goals and objectives; (2) Ensure district systems are well understood and implemented with fidelity; (3) Collaborate to support the coaching of principals Agenda: Provide status update on component of implementation of strategic plan each leader owns Share relevant knowledge of district systems each leader oversees Example - Associate Supt of Human Capital: We are preparing for the upcoming district PD day. Here is the information you need to convey to principals, and here is where I need your input Discuss problems of practice and share expertise Example - Associate Supt of School Development: I conducted learning walks in 3 of my elementary schools and in spite on a lot of professional development in math strategies, students are not making appropriate progress in meeting their learning goals. What may be the root cause? Can anyone share suggestions/resources? Identify common trends for focus of quarterly principal meetings 52

The Deputy and Associate Superintendents meet bi-weekly with their 5 principal mentees to build their capacity as instructional leaders. Meeting #3: Deputy/Associate Supt & Principal Mentee Meetings Deputy Superintendent Principals may be grouped by: Level Feeder pattern Associate Supt of School Development Associate Supt of Human Capital Associate Supt of Teaching & Learning 5 Principals 5 Principals 5 Principals 5 Principals Timing: Bi-weekly (60-75 minutes) Objectives: Deputy/Associate Superintendents stay up-to-date on strengths and challenges of instruction in their schools in order to provide the most targeted support to principals as instructional leaders. Agenda: Discuss findings of instructional rounds (Deputy/Associate Supt should spend approx. ½ day in each of 5 schools over 2 week period, with a focus on getting into the classroom) Discuss problems of practice and share expertise 53

Quarterly, all principals meetings provide time for district-wide updates and principals to meet by level. Meeting #4: All Principals Meetings / Elementary/Secondary Principal Meetings Associate Supt of School Development Deputy Superintendent Associate Supt of Human Capital Associate Supt of Teaching & Learning Principal meetings by level (elementary and secondary) can be incorporated into all principals meeting, principal mentee meetings, or held separately as needed. 5 Principals 5 Principals 5 Principals 5 Principals Timing: Quarterly (2 3 hours) Objectives: (1) Provide updates on strategic plan goals and objectives and other district-wide updates to all principals; (2) Discuss high-level trends in district / areas of instructional focus as determined by Deputy/Associate Superintendents (by level as needed) Agenda: Updates from Deputy/Associate Superintendents Breakout time: Elementary and Secondary principals discuss area of instructional focus Q & A 54

The Deputy Superintendent leads enterprise management; central office leaders are assembled based on expertise related to the area of focus. Meeting #5: Enterprise Management Meetings Deputy Superintendent Central Office Leader Central Office Leader Central Office Leader Timing: TBD Objectives: Once a particular problem has been identified, a cross-functional enterprise management team is assembled based on areas of expertise to problem-solve. Agenda: Check in on next steps from prior meeting Round Robin: Discuss any current issues Engage in collective problem solving Identify next steps with clear owners and timelines 55