Bringing our community together around strong academic achievement to build a bright future for East Baton Rouge.

Leslie M. BrownSuperintendent Entry Plan

I am a leader who will collaborate with this board, schools and community to create equitable, excellent schools.

I have successfully;

• Redesigned schools to increase equity, academic achievement and enrollment.

• Managed collaboratively through crisis.

• Created excellent school options and financial stability in a system of over 270 thousand kids and a $4B budget.

Most of all, I am passionate about coming home to be part of building a bright future for East Baton Rouge.

Leslie M. Brown

The COVID-19 Pandemic has highlighted many existing problems in our school systems including equity for all students and mental health. It has also shown us that we are interdependent and much stronger when we work together from a unified plan.

To move forward, we must understand conditions,and engage and collaborate with our community to maintain our focus on our students needs as we build a system of transparency and trust.

School Board Members

ALIGN BUDGETTO NEEDS AND

EQUITY

IMPLEMENT A STRATEGIC PLAN

DETERMINE:• Priorities• Opportunities• Challenges

Teachers

& Staff

Students

& Pare

nts

Co

mm

un

ity

Org

aniz

atio

ns

Parish, State and Federal Resources

COVID-19

Business

Partners

UNDERSTAND, ADAPT & INNOVATE

INCORPORATE CONCERNS & OPPORTUNITIES

CREATE PUBLIC CONFIDENCE

GROW HEALTH & SAFETY PRACTICES

SAFELY OPEN SCHOOLS

HANDLE FISCAL CHALLENGES; BALANCE

CHOICE WITH DISTRICT’S SUSTAINABILITY.

ADAPT

INNOVATECLOSE EDUCATIONAL GAPS

RE-DESIGN THE USE OF OUR TIME TO CREATE LEARNING OPPORTUNITIES.

PROVIDE RESOURCES, TALENT AND TIME TO REALIZE THE POTENTIAL OF ALL STUDENTS.

ENGAGE OUR COMMUNITY AND INNOVATE TOGETHER!

REFINE THE USE OF SCHOOL DISTRICT RESOURCES.

USE FEDERAL AND STATE RESOURCES TO SERVE SCHOOL DISTRICT NEEDS.

CommunityConfidence

Academic Achievement

Equity for All Students

COVID ADAPTATION

COMMUNITY ENGAGEMENT

BUDGET PROCESS

STRATEGIC PLANNING

TRANSPARENCY

BUILD ON A STRONG FOUNDATION

June/ July Building Engagement and Re-opening Schools

• Working closely with each School Board Member and their knowledge of the community that they each serve and to understand their individual passions and priorities.

• Prioritizing conditions and needs.

• Giving immediate attention to safely reopening schools for the students, staff and families.

• Understanding what we know, who we serve and how we can learn from this historical pandemic to:

- Grow our health and safety practices. - Evolve our social emotional support structures and most importantly our instructional practices.

- Close educational gaps created by time and resources.

June / July | Building Engagement and Re-opening Schools

• Meeting with central office staff, schools including principals and staff, as well as union leaders to understand current challenges and priorities.

• Face2Face and “TEAMS Conversation with the Superintendent” -an informal listening tour to provide immediate insight into the hope, concerns and experiences of our student, staff and community.

• Working closely with and leveraging the expertise of the Cabinet, school-based administration, the union, teachers and local health officials.

• Meetings with the CFO to align resources to critical financial needs.

• Facilitating community engagement and communication around the reopening of school with direct feedback from the students, administrators and teachers. Let’s learn what has worked and what has not in our current eLearning environment.

June / July | Building Engagement and Re-opening Schools

• Engage with board members and the community

• Design and share options for re-opening and beyond

• Leverage resources and analyze budget around identified student needs

• Achieve feed back from students admin and teachers

• Developing schedules based on gaps and regression

• Enabling flexibility for each school around student needs

• Meeting students’ needs in time, instruction and support

In progress

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Goals for June/JulyJune / July | Building Engagement and Re-opening Schools

August / SeptemberBuilding confidence and success. Re- opening and beyond.

August / September | Bulding confidence and success

Regaining community confidence

• Reopening school presentations, school tours and strategic communications.

• Success stories, challenges, priorities and creative educational ideas will be sought from school leaders, teachers and community.

• Strengths will be celebrated, challenges will be identified, and opportunities will be tapped.

Engaging our Community

• Listening tours with schools, students, teachers and administrators, as well as at community meetings, business meetings and organizational/partner events.

• Creating accessibility to schools, parents and community through events to engage with our larger community.

• Continued meetings with parents, students, board members, principals, teachers, support staff, community leaders including our business and higher education partners, and media to establish positive working relationships and learn about our community.

• Meeting with the central office departments to review: - Departmental plans for measured success, alignment to student needs, priorities as well as effectiveness. - The role each central office department plays in the reopening of schools – How they support school administrators, teachers, and students.

• Continued meetings with the CFO to plan for COVID needs and impact and for long term budget planning.

• A comprehensive analysis of: - Student achievement data. - Progress on the current strategic plan.

August / September | Bulding confidence and success

• Meeting with General Counsel to build knowledge of immediate issues and guidance on Board protocols and governance leading to planning a Board retreat to discuss: - COVID-19. - Communication protocols, roles and responsibilities. - School Board expectations for the first year. - Strategic priorities. - Initiation of a new Strategic Plan.

• Development of a new strategic plan based on the current conditions.

• Operational effectiveness and how it is measured.

• Facilities master plan and communications/community engagement.

• Continued meeting with CFO around COVID and long term planning.

• Develop and initiate short term and long term plans with measurable and reportable outcomes.

August / September | Bulding confidence and success

Planning for Re-opening

• Re-opening schools

• Building confidence and success

• Developing strategic communications. Success stories, priorities and creative ideas in a strategic communication plan.

• Celebrating strengths and identifying challenges

• Analyzing and defining central office departments around student success

• Broadening community engagement Business , higher ed, religious and organizational partners.

• Strategic Plan priorities and task force development

• Immediate and long term budget planning - with CFO

• Build knowledge of immediate issues, board protocols and governance - with GC

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Building confidence and success Goals for August/SeptemberAugust / September | Bulding confidence and success

October / NovemberBuilding transparency for a strong future.

• An innovative, strategic plan.

• Strong academic achievement.

• Equity for all students.

• Alignment of our budget and practices with the student’s needs.

• An engaged and trusting community.

TRANSPARENCY INSIGHT +

=I N C R E A S E D

Increasing transparency

• Audits of essential work streams

• Analysis and reporting of successes and challenges for low performing schools

• Business and operations performance management sessions.

• Increase School Board and Cabinet presence in schools and community

• A published report of my beginning and transition work: - Key findings and critical learnings. - Commendations. - Recommendations for the path forward. - Conditions and opportunities in the school district. - Ongoing stakeholder engagement strategy. - Aligning all practices around student, school and family needs.

Planning for Re-openingBuilding confidence and successOctober / November | Building transparency for a strong future.

Applying our learning

• Re-design student support and academic structures to address : - Identified gaps and structural system misalignment. - Develop new strategies to close identified learning gaps. - Identify social and emotional wellness for those living in fragile environments. - Bridge the learning gaps by providing accelerated and intensive supports.

Planning for Re-openingBuilding confidence and successOctober / November | Building transparency for a strong future.

With the help of the School Board, students , families and our community we will

listen, learn and create better opportunities for all students.

While the world may be on pause due to the pandemic, we will accept the reality

that this is highlighting what we already knew. We will also examine ourselves,

our practices and our innovative opportunities to transform what we do in an

educational setting into a highly successful model of rigorous, highly engaging

and flexible educational environments. This will be all be focused on student

academic success and social and emotional wellness across East Baton Rouge Parish.

Leslie M. Brown

Community, Equity, Choice, Innovation