SUPERINTENDENT OF SCHOOLS’ ENTRY PLAN
SUPERINTENDENT OF SCHOOLS’ENTRY PLANBoard of EducationDr. James L. HendersonSuperintendent of Schools1Superintendent of Schools’ Entry Plan – June, 2020
Superintendent of Schools’100 Day Entry PlanContent ChronologyIntroductionGoals and ObjectivesConclusion2Superintendent of Schools’ Entry Plan – June, 2020
Purpose and IntroductionThe purpose of this entry plan is to establish a set of activities that will guide my transition to the role of Superintendent of Schools forthe Proviso Township Public Schools while energizing the community and creating a new excitement for a structurally sound,educational roadmap. Unlike many, I will not “hit the ground running”; instead, I will “hit the ground listening and learning” to enhanceour efforts of leading, efficiently and effectively. These activities will be designed to assist us in: Gathering information swiftly about the community and the organization;Establishing a strong presence, internally and externally;Evaluating the organization’s strengths and limitations;Ascertaining critical issues;Building on strengths;Addressing limitations immediately; andCreating a network of contacts and resources that will assist in continuing the work of enhancing the PTHSD to ensure equityand excellence for all students.Our primary goal is to ensure a structurally sound educational roadmap toensure the academic, social and emotional success of approximately 5,600students; thus, preparing our scholars to be globally positioned to perform andto serve, not only on America’s stage, but on the World’s stage; our scholarswill be internationally ready for College and Career. As your first-mate of thePTHSD209, I can assure you, collectively, we will bring this vision to fruition.I share the Board’s sense of urgency and will engage and impress upon theentire Proviso Township Community our urgency for continued studentsuccess. Moreover, in our efforts to listen and learn as we prepare to leadefficiently and effectively, during my first 90 days, we will create a“framework / revisions” for our five-year strategic plan all while thriving tomeet immediate goals, objectives and major activities.3Superintendent of Schools’ Entry Plan – June, 2020
PHASE I:Pre EntryPHASE II:EntryPHASE III:Development of Action Plan / Framework for possible Revisions to the District’s Strategic Plan 2019 – 2024Listening and learning will be the focus of the majority of Phases I and IIof the entry plan. These phases will be comprised of meetings andsessions with internal and external stakeholders including, but not limitedto the Elected School Board, central office staff, school administrators andstaff, teachers, students, parents, business and community leaders,appointed and elected state officials, the faith-based community, and otherfoundations, agencies and entities. Simultaneously, I will oversee theday-to-day operations of the District. In the process of listening andlearning, a “SWOT” (Strengths, Weaknesses, Opportunities and Threats)Analysis will be utilized to assimilate information. In other words, I willstrive to ascertain the strengths, limitations and the barriers that arepreventing the district from realizing its fullest potential as a successfulschool district. Phase III will involve the compilation of this data developing a plan of action and the implementation of the plan.Additionally, the goals, objectives and activities in this plan are not listed in any particular sequence order of completion or importance.Meetings and sessions will be conducted based on scheduling and other factors. Activities may be implemented based on factors to bedetermined during the process. In reality, the listening and learning process will cover many areas with some overlapping or overarchingemphasis.4Superintendent of Schools’ Entry Plan – June, 2020
GOALSTo ensure an effective and efficient entry into PTHSD, the following goals will be addressed through this entry plan, apprisingBoard Trustees and community stakeholders of progress weekly.1. Transparency, trust and collaboration will be our mode of operating to ensure effective and positive Board Superintendent Relations;2. Increase student achievement and close the achievement gaps for ALL students;3. Increase organizational effectiveness and efficiency by providing excellent support and service to schools, students, andparents in each city of the PTHSD community;4. Create a culture of trust through action with TEAM “Eagles”; and5. Establish trust and confidence from the community at-large by creating opportunities to listen and learn from a multitudeof stakeholders - including stakeholders who are not currently engaged and those who have become disconnected withPTHSD.5Superintendent of Schools’ Entry Plan – June, 2020
GOAL 1:Transparency, trust and collaboration will be our mode of operating to ensure effective and positive Board Superintendent Relations.OBJECTIVES:1. Establish effective school system governance through a productive and collaborative relationship between Board andSuperintendent.2. Establish the Board and Superintendent as a cohesive leadership team focused on improving the achievement of allstudents and committed to effective and efficient organizational operations.3. Develop and implement appropriate communication protocols between the Board and Superintendent.4. Ensure an effective, efficient, and orderly transition of letedInProgress/OngoingNot Started1APresent Entry Plan to the PTHSD for feedback,suggestions and guidance.Superintendent6Superintendent of Schools’ Entry Plan – June, 2020Draft of Entry Plan will bepresented to the Board on(June 30, 2020)
1BIntroduction letters to internal and external stakeholdersand produce a video messageSuperintendentAug., 2020TBD1CMeet and Greet Opportunity for all stakeholdersBoard ofEducationAug., 2020TBD1DWork with BOE to establish a process to review existingBoard policies to determine alignment with reform andoperational goals and objectives and current Stateregulations.Superintendent(To be confirmed by BOE)TBD1EConduct one-on-one meetings with individual BOE SuperintendentTrustees to cultivate a working relationship and tounderstand individual views and desires for the District.Seek names/contacts of community leaders forperspectives and deeper engagement of the BOE.TBDTBDTBDTBDTBDTBDTBDTBD1FWork with the BOE to identify a “third-party” to engagethe BOE / Superintendent in a retreat.SuperintendentTo be confirmed by (BOEPresident)1GHold first BOE retreat to discuss issues, matters ofgovernance, core values and beliefs, communicationprotocols, roles, responsibilities, norms, expectations,goal/agenda setting, consideration of a Theory of Action,types and amount of information needed and throughwhat channels to help the BOE make quality governancedecisions, regular professional development training forthe BOE and Superintendent. Determine the schedule andproposed agendas for quarterly meetings with the BOE;BOE discussion of Committee Chairs to determine howBOE MembersTwo Retreats (To beSuperintendentconfirmed by BOE); (Sept.,Trainer/Facilitator, 2020) and (Dec., 2020)(TBD)7Superintendent of Schools’ Entry Plan – June, 2020(BOE President)(BOE Vice Pres.)(BOE Secretary)(BOE Member )(BOE Member )(BOE Member )(BOE Member )TBDTBD
they work in partnership with the Superintendent andsenior staff.1HCollaborate on a performance evaluation format with BOE Members,objectives and indicators of success that can be used to Superintendent,evaluate the Superintendent in year one of tenure.Facilitator. (TBD)Sept. 2020 (To beconfirmed by BOE)TBD1IGConduct Focus Learning Walks (FLW) throughout the BOE Membersdistrict with individual BOE Members and FLW Teams SuperintendentFLW TeamCreate a Superintendent’s Transition Advisory BOE MembersCommittee to advise and guide the Superintendent of SuperintendentSchools on implementation of the 100 Day Plan, willconsist of Board Members, students, parents,administrators, staff and community members.Create a welcome back to school message (video)SuperintendentSept. – Mar., 20202021(TBD)TBD(To be confirmed by BOE)TBDAug., 2020TBDEstablish 3C’s Meeting Schedule (Critical Community SuperintendentConversations) with parents/community (two meetings,each semester)Chat-N-Chew (Breakfast, lunch or dinner) meetings with BOE Memberseach board member to discuss agenda items and/or to Superintendentbroaden perspectivesSept., 20201J1K1L1N8Superintendent of Schools’ Entry Plan – June, 2020Aug., 2020TBD
GOAL 2:Increase student achievement and close the achievement gaps for ALL students.OBJECTIVES:1. Examine patterns in student achievement data and the gap in achievement between various students’ populations in order todetermine an appropriate course of action for improving teaching and learning.2. Analyze and evaluate the conditions of chronically under-performing schools and determine a course of corrective actions.3. Evaluate internal and external monitoring and qualitative and quantitative evaluation designs for instructional support andintervention systems.4. Initiate system improvement of personnel quality, targeted and intense professional development of staff, and a focusedimprovement on teaching and learning for all members of the learning community -- improve the systems necessary toprovide for an increase in students’ achievement and developing the societal and community structures and systems necessaryfor the improvement of student achievement.5. Address students’ social and emotional needs to ensure academic edInProgress/OngoingNot Started2AReview student data for all student populations (Academic SuperintendentAchievement, Subgroup Achievement, College and Career9Superintendent of Schools’ Entry Plan – June, 2020TBDExecutive LeadershipTeam, (Student
Readiness, AttendanceSuspension Rate.)Rate,GraduationRateand2BMeet with students to listen and learn their perceptions of the Superintendentquality of relationships and access to academic rigor in theirschools2CMeet with central office instructional leaders to discuss the Superintendentperformance results of all schools2DReview District curriculum, instruction, and assessments for Superintendenthigh expectations, alignment to standards, and appropriateinstructional modifications for students who are notachieving, English Language Learners, and students withdisabilitiesReview and analyze the District’s monitoring and evaluation Superintendentsystems for assessing effectiveness and accountability interms of achievement for each program based on studentprogress.2E10Superintendent of Schools’ Entry Plan – June, 2020Intervention Department,Curriculum & InstructionDepartment, ProfessionalDevelopment Department,and AccountabilityDepartment) (Meetingdates to be confirmed)High Schools (Meetingdates to be confirmed)Curriculum & Instruction,Accountability, Student &Family Support Services,Human Resources, Safety& Security, Public &Community Relations,Technology, Athletics, andBudgeting & Finance(Meeting dates to beconfirmed)Curriculum & Instruction,Accountability, ELL, andSpecial Education(Meeting dates to beconfirmed)Academics &Accountability (Meetingdates to be confirmed)TBDTBDTBDTBD
2FExamine and refine, as needed, the systemic training Superintendentprogram for school principals, assistant principals, and otherschool leaders2GConduct an audit to determine whether the district’s written, Superintendenttaught, and tested curriculum is aligned2HConduct an inventory of academic programs, materials andcurriculum to begin process of determining impact onacademic results.Meet with Executive Leadership Team, Principals, Teachersand support staff to discuss school culture and climate anddetermine the level of central office supports needed toensure continuous improvement at each school.Develop a Leadership Institute to ensure current leaders arelearning and leading to improve academic achievement forALL childrenEstablish a Data Tracker System of each student in thedistrict to provide a snapshot of student progress throughoutthe school year2I2J2K11Superintendent of Schools’ Entry Plan – June, 2020School Leadership andHuman Resources(Meeting dates to beconfirmed)Assistant Superintendentfor Academics and FamilyServices(Meeting dates to beconfirmed)Curriculum & Instruction(Meeting dates to beconfirmed)School Leadership(Meeting dates to beconfirmed)TBDAssistantSuperintendentAug., 2020TBDAssistantSuperintendentSep., 2020TBDSuperintendentSuperintendentTBDTBDTBD
GOAL 3:Increase organizational effectiveness and efficiency by providing excellent support and service to schools,students, parents and the Proviso Township High School District;OBJECTIVES:1. Identify the levels of performance for each department and direct reports within the organization.2. Maximize resources to focus on the development of leadership capacity for meeting annual goals focused on high studentachievement and to ensure a successful exit for all graduates.3. Examine PTHSD’s current professional learning opportunities for all staff and plan a systematic course of action for a highquality professional learning program aligned with the district’s strategic plan.4. Assess current expectations and programming for leadership development and create an organized pipeline of competent,instructional leaders for the classroom, school and system.5. Ensure the recruitment and retention of a highly effective staff with the ability to accelerate the academic performance of pletedInProgress/OngoingNot Started3AMeet collectively and individually with all Central Office Superintendentemployees; collectively meet with members of theexecutive leadership team12Superintendent of Schools’ Entry Plan – June, 2020“Just for YOU” – (Basketof Treats)All Central OfficeDepartments and schools(Meeting date(s) to beconfirmed)TBD
3BCreate/enhance a “PTPS D209” culture, District-wide; Superintendent;Create systems/processes that enable interdepartmental central officercollaboration and expect interdepartmental accountability. personnel; schoolsand other site-basepersonnelCentral Office; Site-baseadministrators and team(Meeting date(s) to beconfirmed)TBD3CDevelop and review briefing documents from each Superintendentdivision/department. Documents will include areas of majorresponsibility, major initiatives underway with projectedtimelines, significant/potential problems, and majordecisions that need to be made. Using these documents willallow for quick understanding of the district’s strengths,weaknesses, opportunities and threats to progress.Central Officer; Schooland other site-based(Meeting date(s) to beconfirmed)TBD3DConduct a retreat and training schedule with executiveleadership team to review PTHSD master plan and themost recent school improvement planning process, mostrecent achievement data, review current or anticipatedvacancies in central office and school sites, discussleadership team structures and practices, and determine howcommunication and decision-making will occur withexecutive leadership team including establishing meetingschedules, protocols, and systems designed aroundincreased student achievement, continuous improvementand addressing district issues.Meet with school principals and teachers to determine theirperception of the quality and accessibility to studentachievement data and the level of support offered by thecentral office staff.Meet with the Assistant Superintendent to determine: (1)appropriate action steps to obtaining a world-classcurriculum and supports needed for the curriculum including the determination if an updated curriculum auditSuperintendentExecutiveLeadership TeamExecutive LeadershipTeam(Meeting date(s) to beconfirmed)TBDSuperintendentPrincipal and Teachers(Meeting date(s) to beconfirmed)TBDSuperintendentCurriculum & Instruction(Meeting date(s) to beconfirmed)TBD3E3F13Superintendent of Schools’ Entry Plan – June, 2020
3G3H3I3J3K3L3Mis required to assess alignment between the written, taught,and tested curriculum; (2) current state of our districtassessment philosophy and system; and (3) instructionalsupports provided to teachers and staff.Review and evaluate the district’s efforts around Leadership SuperintendentDevelopment and succession planning for school leadershipand central office personnel.Determine the current protocol and means for schools to Superintendentcollaborate and share best practices by level and feederpattern.Review the district’s processes used to regularly monitor Superintendentthe effectiveness of the district’s academic programs,materials, curriculum, etc.Conduct a central office position and department review,comparing the district to other, similar sized districts—determining ‘right-size’ standards to provide meaningfulservices to the schools and community begin ions/cost savings.Review critical documents, including, but not limited to:policy and procedures manuals; BOE meeting minutes forlast year (and further back as necessary); studentachievement data; financial projections and budgetprocesses for the past three fiscal years; legal proceedings;facility reports; accountability plans and processes; projectmanagement protocols and plans; and safety and emergencyplans.Review the current schedule and format for principalmeetings to ensure meetings are beneficial to principals andaligned to district goals.Review and evaluate how much autonomy and authorityprincipals have in the current organizational structure and14Superintendent of Schools’ Entry Plan – June, 2020Executive LeadershipTeam (Meeting date(s) tobe confirmed)School Leadership(Meeting date(s) to beconfirmed)Academics &Accountability(Meeting date(s) to beconfirmed)Human Resources(Meeting date(s) to beconfirmed)TBDSuperintendentExecutiveLeadership TeamExecutive LeadershipTeam (Meeting date(s) tobe confirmed)TBDSuperintendentExecutiveLeadership TeamSuperintendentExecutiveLeadership TeamSchool Leadership(Meeting date(s) to beconfirmed)School Leadership(Meeting date(s) to beconfirmed)TBDSuperintendentTBDTBDTBDTBD
determine how much access and opportunity they have indecision-making and how to increase their role.3N3O3P3Q3RReview and evaluate the district’s current performancemanagement system to ensure effective and efficientoperations across and within all departments and to ensurekey metrics and goals are established.Review and evaluate all necessary plans and procedures toensure preparations are in place for an outstanding openingof school and establish protocols for assessing effectivenessof the opening of schools.SuperintendentExecutiveLeadership TeamAcademics &Accountability (Meetingdate(s) to be confirmed)TBDSuperintendentSchool Leadership(Meeting date(s) to beconfirmed)TBDHuman ResourcesLegal Counsel (Meetingdate(s) to be confirmed)TBDExecutive LeadershipTeam (Meeting date(s) tobe confirmed)Executive LeadershipTeam (Meeting date(s) tobe confirmed)TBDConduct one-on-one meetings with attorneys to review any Superintendentcurrent legal proceedings or outstanding judgments againstthe district and to provide a briefing on state education codewith particular attention to statutes currently impacting orlikely to impact the district.Review any other audits or reports conducted by outside Superintendentagencies.Review and evaluate the district’s current process for Superintendentestablishing departmental goals15Superintendent of Schools’ Entry Plan – June, 2020TBD
GOAL 4: Fiscal Prudent and Facility ManagementOBJECTIVES:1. To ensure that we sustain the District’s financial improvement gains, contributed to the leadership of the PTPS D209’sBoard of Education and the State Finance Oversight Panel.2. To bring to fruition the Board of Education’s Facility Master Plan through 20243. Maintain Operational Fiscal DisciplineActionSponsorComments/ResultsS
1J Create a Superintendent’s Transition Advisory Committee to advise and guide the Superintendent of Schools on implementation of the 100 Day Plan, will consist of Board Members, students, parents, administrators, staff and community members. BOE Members Superintendent (To be confirmed by BOE) TBD
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