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Ingram SPS Plan of Entry

Introduction

All executive leadership transition is critical and requires forethought.  The purpose of this entry plan is to provide a framework and the structure that will guide Dr. Alan Ingram’s transition as Superintendent for Springfield Public Schools (SPS) by establishing listening posts, clarifying the needs of the school district in its quest to improve children’s learning, identifying improvement opportunities and targeting any threat that might adversely affect students, schools and the community.

These core transition tasks are designed to help a new Superintendent to accelerate the changeover by gathering critical information quickly about the needs of the children, teachers and the school system and community; establishing a strong community presence early on; assessing the district’s strengths, challenges and opportunities for improvement; identifying critical issues, correcting weaknesses while honoring the work of the past; and creating a network of contacts and resources that will assist in the work of improving the Springfield school system.  It should be noted that the work of entry occurs simultaneously with the responsibility of operating the School District.  This entry plan has three distinct phases:

  • Phase I:  Pre-Entry
    • May 6 – June 30, 2008
  • Phase II:  Entry
    • July 1 – September 30, 2008
  • Phase III:  Development of Summary Report and Strategic Plan Framework
    • October 1 – December 31, 2008

 

Transition Goals

  1. Ensure a smooth and orderly transition of leadership
  2. Enact  a structure for the Superintendent to listen broadly and learn comprehensively about Springfield Public Schools
  3. Ensure multiple perspectives and voices are heard
  4. Create the underpinnings for a vision of the future and a strategic planning process
  5. Establish a clear working relationship with the School Committee
  6. Purposely and carefully structure the transition to best support and create instructional improvement and increases in student achievement
  7. Review of organizational structure, climate, budget, and key work processes to ensure alignment of resources, efficiency and effectiveness in meeting the educational needs of all students

Outcomes

The expected results of executing this entry plan shall include: 

  • A summary report of observations, findings, and a revised vision for the future
  • The outline of a strategic planning framework for development of a five-year  educational plan for Springfield Public Schools

 
Structure

The Superintendent will aggressively engage in a purposeful effort to listen to the community, learn, discern and begin to develop action plans for the future, in collaboration with the Committee. The following activities will be core components of the entry plan:

  • Cultivation of a working relationship with the School Committee and Finance Control Board
  • Meetings, interviews, community forums and school visits
  • Data analysis and document review
  • Communication with the news media for reporting to the public
  • Potential utilization of outside expertise to analyze gaps in performance


A.      School Committee

The School Committee and the Superintendent share a profound commitment to providing a high quality education to the children of Springfield.  During this period of entry, the Superintendent and the School Committee will work together to examine, discuss, clarify expectations and reach consensus on the philosophy and mechanics of their working relationship.  Through a series of discussions, and at least one retreat, the Superintendent and the School Committee will work to bring clarity to the following issues:

  1. Norms of behavior and interactions
  2. Shared vision, mission and values
  3. Lines of communication
  4. Appropriate roles and responsibilities
  5. Mutual expectations
  6. Performance evaluation criteria
  7. Agenda setting

In addition, The School Committee and the Superintendent will begin  exploring concepts and values which will form the basis of a common vision of SPS.  Finally, the School Committee and Superintendent will work to develop a structure and timeline for strategic planning to ensure a purposeful blueprint for education reform in SPS for the next several years.  This effort will be grounded in teamwork, trust and mutual respect.

B.     Meetings and Interviews

The Superintendent will conduct a series of meetings and key informational interviews to hear from critical members of the community,   policymakers and others.  Meetings will include, but are not limited to the following:

  • School Committee
  • Finance Control Board
  • Mayor and other elected officials
  • Parents
  • Central office staff
  • Teachers
  • Principals
  • Students
  • Collective bargaining groups
  • Community members
  • Department of Health and Human Services
  • Higher education officials
  • Springfield Chamber of Commerce
  • Local Foundations
  • Massachusetts Commissioner of Elementary and Secondary Education
  • Chiefs of public safety organizations

A.      Community Meetings

The superintendent will convene at least two, and up to four community forums this fall.  The purpose of the forums will be to provide an opportunity for parents, community members, students, staff, and other interested parties who have not been part of other  interviews to provide input, ideas and their perspective on SPS to the Superintendent.   

B.     School Visits

The Superintendent will visit as many schools as is possible and feasible in the first several months of his tenure.  The goal will be to make a personal visit to all  Springfield Public Schools in the first six months of the  2008-09 school year.   On the first day of school, the Superintendent will invite the School Committee and elected officials to join in welcoming students back at several schools.

C.      Data Analysis and Document Review

The Superintendent, working with the senior staff, will conduct an analysis of performance indicators and examine a wide variety of data sources, particularly student achievement data, to discern trends, patterns, areas of accomplishment and opportunities for improvement.  Student outcomes on standardized tests, value added data, dropout and graduation rates, staff and student attendance rates, truancy data, Advanced Placement (AP) course enrollment and passing rates, ACT scores, college-going rates and other relevant indicators will be disaggregated by program, ethnicity, geography, and carefully studied.

Additionally, operating and capital improvement budgets will be closely assessed from the lens of effectiveness and efficiency, along with their alignment to the educational goals of the district and the needs of the children we serve.  The current budget development process will be evaluated, as well as the performance of the central office in meeting their key performance goals and the service expectations of our community.

Written reports and presentations on SPS use of resources, personnel, organization, leadership and/or academic outcomes (such as the Mayor’s Report of the Education Committee, Excerpts of Public Meetings, Status Update on the Springfield’s Teacher Contract, Audit Reports, and Northeastern University’s Center for Labor Market Studies on Dropping Out in Springfield) will be carefully studied. 

A.      Communicating with and through the media to ensure public understanding of, and involvement in, the mission of the schools

The Superintendent will engage the local and regional media to introduce himself and to deepen his understanding of issues important to the Springfield community.  

The Superintendent will seek to better understand both the internal and external communications opportunities and environment in Springfield.

The Superintendent will engage the news media in the discourse around educational improvement.  In addition to introductory interviews with local media, the Superintendent will ask local media outlets to solicit feedback and input on educational issues and to help create and sustain a substantive public conversation about the future of the Springfield Public Schools. 

B.     Additional Assistance and Expertise

The Superintendent will, in consultation with the school committee, engage outside expertise to assist in evaluation and/or analysis of programs, functions and initiatives that may require additional attention or represent significant complexity.  If deemed necessary and appropriate, services may be leveraged from local, regional or national businesses, universities, organizations, individuals, associations or foundations to assist with exploring areas of accomplishment and addressing opportunities for improvement.  The Broad Foundation, Council of the Great City Schools, higher education partnerships, and the Wallace and Davis Foundations are examples of the types of organizations that may be helpful in this phase of the work.

Conclusion

This Plan of Entry will afford the Superintendent of Springfield Public Schools the opportunity to listen, observe, and learn from a variety of community members   while gaining an understanding of the local context of the city and the school system.  The entry plan will serve to help the Superintendent begin to formulate ideas and frame strategies to reform the school system so that we increase student achievement for all students while simultaneously closing the achievement gap and ensuring success for every child.

The entry plan culminates with the development and presentation of a Summary Report to the School Committee outlining the Superintendent’s findings, observations and timelines for corrective actions.  These actions will also enable the School Committee—Superintendent team to create, revise and/or adjust the direction of the school system and to modify the individual performance and district goals in the Superintendent’s evaluation.

 


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Page last updated:  Tuesday, July 1, 2008 04:08 pm