ANNUAL UPDATE · 2020-06-06 · Marketing district online learning options to expand ... Virtual...

ANNUAL

UPDATE

January 2020 – May 2020

David K. Moore, Ed.D., Superintendent School District of Indian River County

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When transitioning to the district in December and officially initiating my work with the School District of Indian River County in January of 2020, I could not have anticipated the unprecedented challenges that we would be faced with during the Spring of the 2019-2020 Academic Year. Despite this, our district has confronted the challenges presented with professionalism and strength. Strength not only due to the significant and individual contributions of our school and community members, but strength due to the collective spirit and determination to continue to serve students in the ways that bring honor and light to the world of education. Beyond rising to the challenges presented, I intentionally developed and implemented plans and actions that I know to be in the best interest of students and our district at large. These plans and actions are based on evidence of what we know to be effective in supporting students and staff while optimizing student achievement. Additionally, the specific steps selected for action are based upon my previous experiences of how to take evidence-based practices and apply them in ways across diverse school environments to realize the outcomes that are so desperately needed to ensure all of our students can face their future with the knowledge and skills they need to enhance the tomorrows of our future generations. Within this Annual Update, you will find a high-level overview of the plans and actions that I have implemented on behalf of the district since January 2020, with some of the plans and/or actions already being seen to full completion. Given that this document provides a non-exhaustive summary of work over the last few months, I welcome any further inquiries related to the more detailed nature of the work which has taken place.

David K. Moore, Ed.D.

REVIEW

SDIRC Stronger Together!

Major

Areas of Accomplishment

Superintendent's 90-Day Plan

Development of African-American Achievement Plan

Superintendent-Board Relations

District-Union Relations & Negotiations

Superintendent's Advisory Councils

District Realignment & Restructuring

COVID-19 Response

Communication & Community Engagement

Strategic Planning Process

Leadership & Instructional Coaching Pools/Academy

Since officially initiating work with the district in January of 2020, a number of significant areas of accomplishment have been realized within a six-month timeframe. Within each of these areas, there are numerous action steps that can be identified and highlighted. For the purposes of providing an initial, comprehensive understanding of the scope of work accomplished, the overarching major areas of accomplishment are listed in the illustration below.

.......................... ............................................ .....................................

Superintendent’s 90-Day Plan

Not Yet Beginning Partially

Complete Fully

Complete Status Update

Outcomes and Deliverables Submitted

✓ Presentation of a comprehensive summary to the Board that represented the voice of all

members of the community and articulated the current reality of Indian River County Schools

(March 2020)

✓ Identification of the objectives or strategies that needed to be modified or established within the

Strategic Plan with clearly defined metrics (May 2020)

✓ Establishment of a transparent, values-based budget system to support the implementation of our

Strategic Plan (May 2020)

✓ Reorganization of the District to maximize support for all stakeholders to improve outcomes for

students (Phase I: January 2020 & Phase II: June 2020)

Please see Appendix A for

detailed list of key actions

accomplished.

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Development of African American Achievement Plan


Complete Fully


• Submitted Joint Annual Report to the courts (December 2019)

• Provided District Response to Joint Annual Report complaints (January 2019)

• Completed Revisions to the Plan and obtained feedback from members of the Equity Committee

& IRC NAACP President (January & February 2020)

• Presented the revised Plan to the Board at the Superintendent’s Workshop (February 2020).

• Presented an Equity Update at the Gifford Youth Achievement Center (February 2020)

• Plan approved by the School Board (February 2020)

• Enhanced the existing Equity webpage to increase transparency (February 2020)

• Established the expectation for development and initiation of school-based implementation plans

for the African American Achievement Plan (February 2020)

• Submitted a Joint Annual Report Update to the courts (March 2020)

• Implemented the addition of an Equity Report Card (April 2020)

• Initiated formalized progress monitoring & reporting of the African American Achievement Plan

(April 2020)

• Established an African American Achievement Council (March 2020)

• Attended all scheduled Equity Committee Meetings (January 2020 – current)

• Provided monthly updates to the Board on the status of the African American Achievement Plan

(January 2020 – current)

• Maintained ongoing communication and contact with NAACP and Equity Committee Leadership

(January – current)

Key Actions Accomplished: Exemplars

.......................... ............................................ .....................................

Union Relations

Superintendent-School Board Relations

District Relations

• 123 formalized individual or group meeting contacts

with Board members.

• Established monthly individual Board member briefings & individual weekly

Board member updates to provide timely information & obtain feedback from

Board members.

• Implemented a Superintendent-Board Communication Plan.

• Implemented processes for “Safety Alerts” & “Media Alerts to board members.

• Engaged in collaborative District-Board Community activities.

• Collaborated with the Board in the development of the new District Strategic

Plan.

• Provided an ongoing, primary district contact (i.e., Deputy Superintendent) for

union leadership.

• Successfully negotiated a new teacher contract with IRCEA.

• Established MOUs for COVID-19, Teacher Evaluations, Flexible Work

Schedules, & Return to Work.

• Successfully negotiated a new terminal pay agreement.

• Successfully negotiated health insurance rates agreement.

• Garnered ongoing involvement of union leadership in COVID-19 Think Tank.

Below, highlights related to superintendent accomplishments with

regard to three primary areas of superintendent-district relations (i.e., School Board, IRCEA, & CWA) are

provided.

Ongoing Work

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District Realignment & Restructuring


Complete

Fully

Complete (Phase I)

Status Update

Upon initiating work with the district and based upon the careful evaluation of the existing district

organizational structure and educational outcomes, it was determined that there was a need for a

complete realignment and restructuring of the district organization. These aforementioned efforts

involved redirecting the needed resources in support of schools; maximizing efficiency and

effectiveness of district-level human capital; and realigning and restructuring of district-level

departments, district staff, and personnel functions. Additionally, the changes were proposed and

implemented with the goal of clearly communicating a “students first” perspective as a foundational

value for our district. Beyond this, the changes already made have resulted in a cost-savings to

the district.

The realignment and restructuring process was implemented to meet the following goals:

1. Increase services and supports for district staff and students.

2. Reduce redundancies in job roles and responsibilities.

3. Re-distribute job responsibilities to ensure that all areas of work are led with fidelity.

4. Establish an enhanced system for communicating and supporting teaching and learning.

5. Provide improved customer service.

6. Enhance the pre-existing district structure for evaluating the needed supports for school

re-envisioning in an ongoing manner.

7. Accelerate and establish clear structures, systems, and processes to improve student

safety and learning.

Phase I: Completed January 28, 2020

Phase II: Completed Proposal to be Submitted

June 23, 2020

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COVID-19 Response

Phase I: Transition to

At-Home Learning Phase II: At-Home Learning

Phase III: Transition Back

to School Campuses

• Developed an Instructional Provision Plan

• Developed alternate instructional materials to meet diverse student needs

• Established COVID-19 webpage for ongoing updates

• Distributed meals for students

• Distributed student and teacher laptops

• Distributed hotspots to increase access to internet connectivity

• Established helplines

• Provided staff trainings for technology platforms

• Developed & provided resource guides for At-Home Learning

• Established procedures for monitoring & increasing student engagement

• Established a district-supported Technology Depot

• Provided instruction & supports to students

• Monitored student progress via online platforms

• Continued meal distributions for students

• Provided paper-based alternatives to students as an at-home learning option

• Provided interventions to students demonstrating a lack of engagement

• Provided district mental health supports to students

• Used Microsoft Teams meetings to communicate with staff

• Provided Daily Doses of Enrichment via social media platforms

• Held a district wide pep rally to connect students & staff

• Provided At-Home Learning updates via Facebook Live sessions

• Conducted a Virtual Town Hall

• Implemented weekly principal updates to enhance communication

• Participated in expert panels to discuss COVID-19 response

• Established a Think Tank for the transition back to school campuses

• Developed a Virtual Summer Learning Plan

• Developing CDC-aligned graduation ceremony plans for graduating seniors

• Gathering stakeholder feedback via surveys for the transition back to school

• Monitoring state and CDC recommendations related to back-to-school transitions

• Developing safety protocols for the transition back to school

• Marketing district online learning options to expand choice for students

• Developing blended learning plans in the event of needed student self-quarantines

• Providing updates for back-to-school transition via Facebook Live sessions and website

• Participating in expert panels related to the transition back to school


Complete Fully


The following table provides an overview of key actions undertaken related to the COVID-19 crisis.

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Communication & Community Engagement

SCHEDULED DISTRICT EVENTS

ATTENDED

SCHEDULED COMMUNITY

EVENTS/MEETINGS ATTENDED

42 104

*There were an additional 21 scheduled events/meetings that were canceled due to COVID-19.

425

Virtual Engagement Facebook Live, Focus Groups, Think

Tank, Community Meetings, Superintendent’s Advisory Councils

Social Media & Website Engagement Twitter Posts, Daily Doses of

Enrichment, Website Updates & Resources

Stakeholder Engagement Survey Feedback, Focus

Groups, School Messenger Calls, Emails

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Strategic Planning Process


Complete Fully


42 SCHOOL SITE

VISITS & FACULTY

MEETINGS

23 TOWN HALLS &

FOCUS GROUPS

444 STAKEHOLDER &

STRATEGIC PLAN

SURVEYS

COMMUNICATION

OF FEEDBACK

INITIAL PLAN

STRUCTURE

DEVELOPMENT

ESTABLISHMENT OF

PRIORITIES &

CONSENSUS

PLAN DEVELOPMENT

& REFINEMENT

Please see Appendix B for a Timeline Overview of the Strategic Planning Process.

Strategic Planning actions steps remaining involve the development of school site implementation plans once the District

Strategic Plan is Board-approved.

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Leadership & Instructional Coaching Pools/Academy

26 Applications Submitted, Selection

Process in Progress

29 Applications Submitted, Selection

Process in Progress

78

Applications Submitted,

61 Currently Enrolled

PRINCIPAL POOL

ASSISTANT PRINCIPAL POOL

INSTRUCTIONAL COACHING ACADEMY

During the Spring semester of the current academic year, leadership training pools for those who are currently serving in an administrator role, as well as for those aspiring to be principals and assistant principals were established. In addition, an Instructional Coaching Academy was initiated for those currently serving as an Instructional Coach, as well as for those hoping to serve as an Instructional Coach in the future. The purpose of these leadership pools and the Instructional Coaching Academy is to build capacity and expertise related to school leadership and instructional coaching to increase the presence of highly qualified instructional leaders across our district.

.......................... ............................................ .....................................

Key Actions Accomplished

Goal 1: Build a productive and collaborative relationship with the Indian River County School Board.

• Engaged in collaborative District-Board community activities (e.g., Dr. Martin Luther King Jr. Parade, Drive-By and Say Hi Parade, 5th Grade Graduations).

• Implemented streamlined, revised processes/procedures for communication between Board Members and the Superintendent.

• Memorialized the implemented Board-Superintendent communication plan in Memorandum to the Board.

• Conducted monthly Board Briefings on upcoming agenda items.

• Requested advanced feedback from Board Members related to agenda items presented to the Board.

• Scheduled and held weekly, individual Superintendent-Board member meetings.

• Developed processes to provide alert emails to ensure timely notification and communication with Board members with reference to district-related safety concerns.

• Developed processes to provide media alert emails to ensure Board members are kept apprised of events, issues, or concerns that may be circulated publicly or impact public relations with the District.

• Provided monthly Board business meeting updates regarding the African American Achievement Plan.

• Provided ongoing, COVID-19 Updates to board members during implementation of the Instructional Provision Plan.

• Collaborated with Board members in the development of the new District Strategic Plan.

Goal 2: Ensure a seamless transition and more robust learning outcomes for all children.

• Identified key district and school staff members that will support continuity in programming, services, and supports for all students.

• Completed initial school site visits through the School Opportunity Tour.

• Conducted “See Me” Meetings with key district and school staff members to establish a baseline related to department/school outcomes, practices, and conditions.

• Ensured that professional development opportunities provided to leadership are aligned with the Superintendent’s 90-day Entry Plan and support enhanced learning opportunities for students.

• Completed daily Interim Superintendent-Superintendent Transition briefings to support continuity in the transition of leadership.

• Completed ongoing analysis of data related to district and school-level educational outcomes.

• Implemented initial, district-level re-structuring to improve alignment of roles and responsibilities of district staff to create improved efficiency and effectiveness of the work of the district.

• Completed site visits to all schools and met individually with all school principals.

• Established enhanced protocols for district safety and crisis response.

• Developed and implemented dual-reporting structures and processes for school principals.

• Successfully negotiated a new contract, new Terminal Pay Agreement, and new Health Insurance Rate Agreement with the IRCEA Teacher’s Union.

• Facilitated the development and establishment of the Instructional Provision Plan in response to the COVID-19 crisis.

APPENDIX A: Superintendent’s 90-Day Entry Plan Goals and Key Actions Accomplished Crosswalk.

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Key Actions Accomplished

Goal 3: Create opportunities to gain a deep understanding of Indian River County Schools from stakeholders and gain insight of all key aspects of the District.

• Completed follow-up site visits at all schools to engage in discourse with school faculty and staff.

• Completed two comprehensive data reviews with school principals.

• Conducted Town Halls, including a Virtual Town Hall, and Community meetings.

• Disseminated and analyzed widely accessible stakeholder feedback surveys.

• Conducted targeted focus groups to identify district strengths, needs, & opportunities.

• Gathered feedback from students through the Superintendent’s Student Advisory Council and school site visits.

• Established the Superintendent’s Exceptional Student Advisory Council.

• Established the African American Achievement Council.

• Established the Superintendent’s Budget Advisory Council.

• Analyzed and revised the African American Achievement Plan.

• Conducted Community meetings at the Gifford Youth Achievement Center (i.e., Town Hall, Focus Group, Data Information Session).

• Attended and presented at Equity Committee meetings and held individual feedback meetings for Equity Committee members.

• Engaged in ongoing, informal community contacts and stakeholder conversations.

• Participated in 146 formally scheduled district-sponsored/community sponsored events/meetings.

Goal 4: Develop a thriving community that is informed, engaged, and empowered to maximize the strength and vitality of its public schools. Goal 5: Build an energized and excited Indian River family that feels heard, valued, and respected as we collaboratively engage in needed change to ensure continuous improvement.

• Completed four Town Halls/Community Meetings (one virtual meeting) related to Superintendent’s goals/priorities and community needs.

• Engaged in 104 formalized community events and community contacts, with additional informal community contacts by the end of February (e.g., Taxpayers’ Association of Indian River, Moonshot Community Action Network, United Way).

• Completed revisions to the existing district website to enhance transparency of and public access to district information and events.

• Conducted 20 Strategic Plan focus groups for a broad range of stakeholders.

• Implemented the Superintendent’s first Cabinet Retreat to identify District Guiding Principles and enhance leadership skills and scheduled a follow-up strategic planning session for Cabinet members.

• Crafted revised Board Policy 5121 “Controlled Open Enrollment” to increase school choice options.

• Conducted a Virtual District School Choice Fair to highlight expanded school choice options districtwide.

• Established Leadership and Instructional Coaching Academies to build capacity and expertise related to school leadership.

• Participated in weekly radio spots on the Bob Soos Show.

• Participated as a guest speaker on a variety of expert panels (e.g., International Center for Leadership in Education, Campaign for Grade Level Reading),

• Communicated with the community via Facebook Live sessions, enhanced website communications, School Messenger Phone Calls, and informal and formal contacts.

APPENDIX A: Superintendent’s 90-Day Entry Plan Goals and Key Actions Accomplished Crosswalk, Continued.

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APPENDIX B: Timeline Overview of the Strategic Planning Process.

2019-2020

David K. Moore, Ed.D.

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