90 Day Listening and Learning Report Out 11-14-2017file/9… · Why a 90 Day Plan 1. To ensure a...

90 Day Listening and Learning Report Out

11-14-2017

SAN FRANCISCO UNIFIED SCHOOL DISTRICT

Agenda

1. Why the Plan2. Expected Outcomes3. Structure of the Plan4. Who was Interviewed5. The Governance Team, Organizational Capacity,

Data Analysis, Community Engagement and Operations and Finance

6. Detailed Plans for African-American Student Outcomes

7. Next Steps

2


Agenda




7. Next Steps

3


Why a 90 Day Plan

1. To ensure a smooth and orderly transition of leadership and facilitate understanding of the district’s state of instructional improvement

2. To develop a clear collaborative relationship with the SFUSD Commissioners

3. To create opportunities for the Superintendent to listen broadly to a multitude of stakeholders

4. To proactively ensure that all voices are heard5. To build enthusiasm for SFUSD’s vision, mission, and strategic plan

(Vision 2025, Transform Learning. Transform Lives.)6. To execute activities that successfully end 2016-2017 and ensure an

outstanding beginning to the opening of the 2017-2018 school year

4


SFUSD’s Mission

Every day we provide each and every student the quality instruction and equitable support required to thrive in the 21st century.

5


The Big Questions

1. How close is SFUSD to realizing the mission?

2. What are the challenges that must be addressed to actualize the vision?

3. Do all shareholders share this desire?

6


Agenda




7. Next Steps

7


Outcomes/Deliverables

1. Superintendent visitation to ¼ of schools by the end of the 90 days and all schools by the end of the school year

2. An energized district and community about the focus and direction of the organization

3. A 90 day report that contains observations and findings4. The outline of a process to review current plans

8


Agenda




7. Next Steps

9


Structure of the Entry Plan

Initial Impressions, Observations and Recommendations

1. The Governance Team2. Organizational Capacity and Alignment3. Data Analysis and Document Review4. Community Engagement and District Communication5. Operations and Finance

10


Agenda




7. Next Steps

11


Information Gathered From: 12

◆ All SFUSD Commissioners◆ Supt.’s Executive Leadership Team◆ Chiefs and Assistant Supt.’s◆ Principal’s in 1 on 1 meetings◆ UESF President and Vice President◆ UASF President and Leaders◆ SEIU Leaders◆ Local 21 Leaders ◆ SFUSD PAC◆ AAPAC Leaders and parents◆ SFUSD SAC◆ Mayor Ed Lee◆ SPED CAC◆ DELAC/ BCC◆ Indian ED.PAC◆ Migrant Ed. PAC

◆ SF City Supervisors◆ Civic Leaders◆ Charter School Leaders◆ Coleman Advocates◆ Parent Leaders◆ NAACP◆ SF City Department Leaders◆ State Area legislators◆ Chamber of Commerce officials◆ District PTA and Site PTA officials◆ Key business leaders and advocates◆ Faith Based leaders◆ Site Faculty and staff◆ Assn. Asian American

Administrators◆ Teachers, Parents and Community

Leaders


Agenda




7. Next Steps

13


The Governance

Team

Initial Impressions and Observations:

● The SFUSD Board is focused and places the well being of students as a first priority.

● The SFUSD Board works well as a unit.● The community perspective is that board is committed to student

achievement and eliminating achievement gaps.● The SFUSD Board uses Transform Learning. Transform Lives. and

Vision 2025 to drive its decision making process.

Recommendations:

● Continue Semi-Annual Governance team meetings to ensure that the organization is continuing to move in the direction that is Board driven.

● The Board should consider establishing exactly what types of data they will review periodically throughout the year and annually (ex. How many students from each school make a year’s growth? Which sub groups are making a year’s growth? etc.).

● The Board should review the board generated resolution process to determine if this process moves the district forward in alignment with the strategic plan.

14


Agenda




7. Next Steps

15


Organizational Capacity and

Alignment


● The department of C&I has the division and sites focused on accelerating achievement for every child through the lens of powerful instruction through Transform Learning. Transform Lives.

● The capacity in the finance and operations departments are definite strengths of the district.

● The strategic plan is the main driver of district activities towards ensuring that all students receive 21st century skills.

Recommendations:

● Continue focus on increasing rigor and instructional effectiveness in the classrooms.

● The strategic plan should be reviewed and staff alignment should be modified as appropriate.

● Staff must address how we will continue to support instructional rigor and site leadership by addressing the following questions:

● How are our leaders developed?● How are our leaders held accountable?● What data are we using year over year to assist us in

knowing whether we are succeeding in our goal of every child meeting or exceeding district and state standards?

16


Agenda




7. Next Steps

17


Data Analysis and

DocumentReview


● Overall student achievement has remained stable.● The achievement gap between African American and White

students and Asian students has remained at the same level for decades.

● The district has a deep and rich source in our data warehouse.● Research, Planning and Assessment (RPA) is seen by sites very

positively and supportive of site needs.. ● Transform Learning. Transform Lives. targets professional growth,

parent involvement, evaluation accountability, and fiscal alignment. ● Principals and site staffs have come to expect a certain data set at

the beginning of each year.● It is not consistent from site to site how data are used to inform

instruction or change practice at sites.

18


Data Analysis and

DocumentReview

Recommendations

● There should be increased district level strategic activities to aid Transform learning, Transform Lives. specifically aimed at the outcomes for African-American Students.

● The District/Board need to establish a very clear picture of what data the community can expect to see from the district every year.

● There should be increased Equity focused professional development.

● There should be a district level audit of interim benchmark practices to answer the following questions:

● Are there effective processes for setting and communicating benchmarks?

● What is the quality of instructional assessment in the district?● Are interim assessments used to provide feedback on a

regular basis to inform instruction?● How is assessment data disseminated and used at the

student, classroom, school and district levels?● How effective are assessment tools, processes, data

systems, accountability mechanisms and training levels? ● Are we using the results of our benchmarks effectively?

19


Agenda




7. Next Steps

20


CommunityEngagement

How the Community Was Engaged:

● Held seven Community-wide forums. These meetings occurred throughout the city at school sites (Burton High School, Galileo High School, James Lick Middle School, Lincoln High School, Presidio Middle School, Wallenberg High School and Willie Brown Middle School). There was a proactive effort to meet with as many stakeholders as possible. A Strengths-Weaknesses analysis model was used and the following key questions were asked:

● What are the strengths of SFUSD?● What are areas of needed improvement for SFUSD?● What are the opportunities that we are missing?

School Visits:

● Conducted visits to 57 schools in SFUSD to engage the principal, teachers, support staff, and parent volunteers to learn about their perceptions regarding who we are as a district and where we need to be to meet the needs of all children.

21


CommunityEngagement

22

320 total participants at community meetings


CommunityEngagement

23

Community Meeting Attendance Breakdown


CommunityEngagement

The repeated strengths from the community meetings:

● The district has consistently shown fiscal responsibility● The district offers a rich variety of programs for students (Career

Pathways, Arts Magnet, Immersion, etc.)● The district offers and supports a variety of parent outreach

programs● The district is focused on student achievement● The instructional staff is a definite strength● The overall quality and accuracy of the data ● Equity and social justice is a definite focus for the district● The district is increasing its efforts at partnership outreach ● There is a district-wide focus on equity and social justice● There are rich Arts and Athletics programs

24


CommunityEngagement

The repeated areas for growth:

● The district struggles to meet the needs of African-American students

● The district does not do enough to remove poor performing teachers

● The district needs a well articulated strategy for attracting and retaining staff members due to the high cost of housing

● The school assignment process needs to meet the desires of the district

● The district needs to do a better job of communication with parents and a better job of including parents in the decision making process

25


CommunityEngagement

Recommendations:

● The district needs to develop specific strategies to address the outcomes for African-American students*

● The district needs to continue its administrative PD regarding instructional evaluation

● The district needs to continue developing its strategy for attracting and retaining teachers

● Educational Placement Center (EPC) should continue working with the Board committee to bring a well-articulated policy recommendation to the Board

● District, sites, the SFCSD’s Office of Family and Community Engagement, Office of Family Voice, Translation and Interpretation Unit and the Communication Division need to continue development of communication policies and practices

26


Agenda




7. Next Steps

27


Operations and

Finance


● There is a perception from sites that many central offices struggle to recognize and adequately address sites’ needs.

● Customer service (responsiveness, helpfulness, etc) across the district is uneven and inconsistent.

● Currently the management salary schedules are internally incoherent and are disconnected from transparent decision protocols

● The district continues to develop effective recruitment and staffing operations for teachers. However, there is work to do around retaining existing staff, particularly those who reflect our diverse student populations.

● Fiscal Department is a district strength.● The district has made fiscally sound decisions.

28


Operations and

Finance

Recommendations:

● Superintendent’s Leadership Team should develop plans to improve service to schools.

● Create district-wide customer service standards and plan to train employees.

● Develop a plan to provide clarity and develop an equitable and sustainable management salary structure.

● Continue to use and present financial data in a transparent manner so that the district makes fiscally responsible decisions.

● Communicate clarity regarding revenues slowing and expenses growing which means the district will have to make major expenditure cuts to meet current obligations made during recent negotiations.

● Develop plan for increasing revenues at local level.● The district should continue to build a cohesive recruitment and

retention strategy, especially for teachers who reflect our diverse student populations

● Continue to leverage alternative staffing programs like Pathway to Teaching and the San Francisco Teacher Residency and other teacher recruitment programs as innovative solutions to recruitment and retention issues.

29


Agenda




7. Next Steps

30


Detailed Plans for African American Outcomes: Recommendations

31

Jim Collins in Good to Great points out that “Good is the enemy of Great.” Being good can assist institutions and organizations from having a sense of urgency regarding achieving its mission. In order for us to be a great district we need EVERY student receiving the instruction and support necessary to thrive in the 21st century.

Recommendation:

● The district needs to develop specific strategies to address the outcomes for African-American students*

Where do we have systemic barriers to equity?

Where should we interrupt systemic barriers to equity?HISTORICALLY UNDERSERVED SCHOOLS

To address inequities BETWEEN schools

ES: Bryant, Carver, Chavez, Drew, Harte, Malcolm X, Muir, Sanchez

MS: Willie Brown K8: Revere

This includes 22% of SFUSD’s 2016-17 African American (AA) student population.

HIGH EQUITY GAP SCHOOLS

To address inequities WITHIN schools

ES: Flynn, Ortega, Parks MS: Aptos, Everett, J. Lick, M.L. King,

Presidio, Roosevelt

K8: Rooftop

This includes 23% of SFUSD’s 2016-17 African American (AA) student population.

• A school with a wealth of AA students, with a history of failing to serve those students, but with additional resources to improve

• A school with a small minority of AA students, with a history of serving other students well but not so well serving AA students, and without as much additional support

How should a parent of an AA student choose? Is this a legitimate choice?

# of African American Students

% of Students in All Focal Groups

% of Students on Free-

Reduced Lunch (FRL)

% of Students in Public Housing

Teachers’ Average Years of Experience

Proficiency on SBAC 2016-17

ELA

Proficiency on SBAC 2016-17

Math

Brown MS 104 77.9 70.9 23.7 3.8 21 10

Bryant ES 10 92.5 94.3 6.1 5.9 33 23

Carver ES 99 91.7 74.2 22.8 5.6 13 10

Chavez ES 5 90.6 82.5 3.9 5.9 12 17

Drew ES 112 83.2 84.5 23.7 5.4 12 9

Harte ES 53 90.6 75.8 29.7 5.8 8 11

Malcolm X ES 52 87.5 89.5 39.8 5.7 27 40

Muir ES 69 89.6 73.2 13.7 5.3 23 35

Revere K-8 53 83.4 71.2 12.2 4.3 19/24 14/8

Sanchez ES 10 85 72.0 6.5 4.7 15 15

Characteristics of Historically Underserved Schools (2016-17 data)

Criteria: Performance gap was over 50% in both content areas, ELA and Math.

HIGH EQUITY GAP SCHOOLS: Performance Gap on SBAC ELA (3-year average) between White and African American Students

King (ML) MS Presidio MS Aptos MS Ortega ES Rooftop K8 Roosevelt MS Flynn ES Everett MS Parks (Rosa) ES Lick MSSchools (Ordered by the size of the achievement gap)


36

1. African American students have the LARGEST achievement gap districtwide between schools and within schools.

2. This gap has been persistent in the last 25 years across the different state tests. In the 2017 SBAC ELA results 74% of our AA students are not meeting standards.

3. Analyzing the gap within schools in ELA and Math - 9/10 highest gaps within a school exist between AA and Whites or between AA and Asians.

4. On all other behavior, social-emotional and culture-climate measures the gap is the greatest for AA students.

5. The number of African American students in San Francisco has rapidly declined over the last two decades. Today, 18% of grade K-5 AA students attend three Bayview elementary schools where they are in a majority and these schools have an average rate of poverty >80% and have the least experienced teachers.

African American students are the District’s #1 Priority based on analyzing the gap between & within schools:

How do we interrupt systemic barriers to equity?

* These address systemic barriers identified by AAALI’s work.

Building on 5 essential supports (from Bryk et al. (2010) and SFUSD’s strategic plan)

More RESOURCES & STRATEGIES for historically underserved schools

Better STRATEGIES supporting AA’s at highly inequitable schools

P Professional capacity➢ Professional development, coaching➢ Additional support staff Y

I Instructional guidance➢ Differentiated instruction & services*➢ Instructional time, engagement Y Y

TTransforming mindsets➢ School climate, relationships (e.g., belonging)➢ Growth mindsets and high expectations*➢ Culturally responsive curriculum & pedagogy*

Y Y

CCollaborative culture➢ Wraparound supports*➢ Inclusive family & community engagement➢ Collaborative inquiry & planning structures

Y Y

H High-quality staff➢ More experienced, diverse leadership➢ More experienced, diverse teachers* Y


Next Steps

38

TENTATIVE TIMELINE

Activity

November- January

Prepare detailed growth plan for selected identified areas for growth

January - February

Present growth plan to the community

February Begin implementation of selected strategies from growth plan


Questions?

39

90 Day Listening and Learning Report Out 11-14-2017file/9… · Why a 90 Day Plan 1. To ensure a...

Documents

Transcript of 90 Day Listening and Learning Report Out 11-14-2017file/9… · Why a 90 Day Plan 1. To ensure a...