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002{ background-color: black; } ::cue(c.bg_white.bg_semi-transparent) { background-color: rgba(255, 255, 255, 0.5); } ::cue(c.bg_green.bg_semi-transparent) { background-color: rgba(0, 256, 0, 0.5); } ::cue(c.bg_blue.bg_semi-transparent) { background-color: rgba(0, 0, 255, 0.5); } ::cue(c.bg_cyan.bg_semi-transparent) { background-color: rgba(0, 255, 255, 0.5); } ::cue(c.bg_red.bg_semi-transparent) { background-color: rgba(255, 0, 0, 0.5); } ::cue(c.bg_yellow.bg_semi-transparent) { background-color: rgba(255, 255, 0, 0.5); } ::cue(c.bg_magenta.bg_semi-transparent) { background-color: rgba(255, 0, 255, 0.5); } ::cue(c.bg_black.bg_semi-transparent) { background-color: rgba(0, 0, 0, 0.5); } I'm going to call the uh special meeting of the uh Board of Education City School District. Education, City School District to order. um, Um, please stand we'll say the Pledge of Allegiance. I pledge. I pledge allegiance to the flag of the United States of America. America and to the Republic for which it stands, 1 Nation. America, and to the Republic for which it stands 1 nation, under God, indivisible,
003with liberty and justice. under God, indivisible with liberty and justice for all in the clerk. Call the role please. Mr. Jason Cooper here, Mr. Donald Mr. Jason Cooper here, this is Joseph here. This is toil new. Yeah, Mr. Braden Nana new. Yeah, Mr. Braden Mann. Yeah, this is James Paul here. we do have a quorum, um, Why don't we start with the presentation? First before we, uh, welcome our guests up. Much of our work. This year has been really centered on Gathering a foundational pieces, so that we can Engage The District. District and board in a strategic planning process that's going to map out our multi-year steps to success. So part of that is getting some Consultants that's going to help guide us through that work to help Galvanize all of our interests, all of
004our activities and 1 document, that multiple stakeholders have input in to really direct the future of the district. So I'm very pleased and and happy after uh, going through the process getting so many after, uh, going through the process getting so many different vendors to, um, land here with our guests. different vendors to um, land here with our guests here from Hazard young and Associates. So I'll turn it over to from Hazard young and Associates, so I'll turn it over to you, Dr. Joseph, and thank you for coming. Good evening, everybody. It's great to be with you. You're welcome. Thank you, thank you. Thank you. welcome. Thank you, thank you, thank you. I'm uh Dr. Champs Joseph and I'm honored to be here and then I discuss exciting times. Uh, and and you the school
005district. exciting times. Uh and and you the school district and I appreciate all the hard work that you all have been doing, um, during the the course of this year. But, um, I'm going to just give you a high overview of the process and be happy to answer any questions that you may have. to answer any questions that you may have uh towards the end. And and my colleagues will jump in as the end and and my colleagues will jump in as we go. So we'll we'll we'll share uh the work uh today but the strategic planning process uh creates Unity of purpose in a in a shared Vision you know? this is an opportunity for the board uh, To Boldly communicate uh, to the community. Uh, this we believe and this is what we
006expect, uh, to see, uh, within our school district. And this is what we expect, in terms of growth and district. And this is what we expect in terms of growth and and performance measures, as we as we move forward. and performance measures as we as we move forward, but it's really an opportunity to engage the community. I help the community, understand where you are, uh, where you want to be and the specific steps you're going to take uh, to get there. you know, effective, strategic planning, uh, creates shared Vision, shared purpose, uh, agreed upon Vision, shared purpose, uh agreed upon priorities and goals, strategic measures and most importantly a good strategic plan when executed, uh, creates impact uh, at Hazard young, attea and Associates, we are Uh at Hazard young, attea and Associates. We are
007the largest search firm, uh, in the nation. We do about 200 superintendent searches a year and we also support uh superintendents uh, cabinets developing cabinets and and providing strategic uh, support and execution. We have about 140, uh, Associates within, uh, our organization. And work all across the country and a lot of work is done here in uh, New York, uh, in uh New York. Uh I am Sean. Joseph, I am in uh New York. Uh I am Sean Joseph. I am uh I currently run the urban superintendent Academy at how currently run the urban superintendent Academy at Howard uh University. Uh, it's in Partnership, uh, University. Uh, it's in partnership with uh, the American superintendent Association, uh, and I'm also on the, the tenure track at Howard. the the tenure track at Howard uh, University.
008I've also been in the former superintendent in, uh, Nashville, Tennessee. Uh and super Nashville, Tennessee, uh, and superintendent and C for Delaware. And I spent uh, years Delaware. And I spent, uh, years and Montgomery County Public Schools right outside of Public Schools, right outside of Washington, uh, DC, uh, it's a district of a district of I guess it's the 14th largest District in the in the country with about 160,000 students, uh, and so I'm honored to lead this team with me. Uh, I have honored to lead this team with me. Uh I have Miss Anita Williams. She is a former Chief of schools in Montgomery, Alabama. Alabama, and in Atlanta Public Schools. I have Alabama, and in Atlanta, Public Schools. I have Dr. Chris D, Filippis, he's currently, uh, on the faculty at New York
009University, uh, and he worked in New York City Schools, uh, working, uh, to support the 45, uh, area superintendent Throughout that City in terms of execution and focus on their their strategic planning. And then, uh, Noah Dari is a strategic adviser and he handles all of the graphic. design and work and support. So we're the team that will be working closely with you over the next 6 months, uh, to ensure, uh, that you have a plan that is clear focused, and most importantly, And most importantly, uh, executable The process is just as important as the product. Uh, so our goal over the next 6 months is really, to engage your community Eng. community, engage you and help you answer the questions. are is our vision mission and core values bold enough to move our district
010forward, uh, as you move our district forward. Uh, as you work, uh, to, you know, give kids a life full of opportunities. Uh, so a well-designed strategic planning process creates the strongest product and builds the investment necessary for strongest product, and builds the investment necessary for successful implementation and here. successful implementation. And here, in the Utica City School District, um, you're well position. School District, um, you're well, positioned to use the strategic planning process, to bring together your entire Community. I think 1 of the things that excited me most uh as I've been speaking with. Uh, Dr. Spence is the fact that you've done a lot of tremendous work already. Uh, so we're not starting some sometimes you go to a place and you're starting at Ground Zero uh they're not clear about their key
011performance indicators. They're not clear about the Mission Vision core values. uh, they're uh they're not clear about the work product that's been happening, uh, happening. Uh, they're not even clear about what the community thinks in the perspectives and community thinks in the perspectives. And you have done a lot of work leading up into this point already, uh, where you have lots of perception data, uh, you have your key performance indicators that you're looking towards, uh, and you're clear about how you want to move forward. So you know, our job is to help you to help facilitate a process, uh, to help you just be clear. And like I said, make sure whatever. whatever you decide to do is executable Because I can tell you around the country and and I've I work with school districts
012around the country. And, and what I can tell you is most I can tell you is most districts fail because of an inability to focus. Uh, they're doing 50 things uh, and they don't do any of them. Well, and, and 1 of the things we strive to help, you think about is how do you do less better and, and are you really clear? about what those uh, points of movement are that you want to make? And how do you, how do you get there? Uh, so we spent a lot of time, really, helping you think that spent a lot of time, really. Helping you think that process through and again, as a board, uh, you've been clear, uh, that you want to move this District forward and I commend you for the great work and
013Leadership that you have within, uh, this, uh, City. You know. you know, as we talk about a strategic planning process, you know, there are really, um, you know, a number of elements the elements. The board is really focused on the mission. The elements. The board is really focused on the mission, the vision and core values. I mean, that's, that's the work that you own, you set the tone for, you know. that you own. You set the tone for, you know, why do we exist? What do we expect in this district and uh, what are our belief systems? Right? So so, our belief systems, right? So so why do we exist? What's Future? Do We want to see and what are the principles that will inform how we get there? Uh, then you have the administration,
014uh, that that locks in. administration uh, that that locks in on the priorities goals strategies and ultimately implements and evaluates, uh, the process. But they can't do their work until the board, really is clear and Crystallizes that Mission Vision core values and you approve. key performance indicators, the things that you're going to ultimately evaluate to say, yes we're making progress, and we feel comfortable and know we're not uh, that that is critical work. So we'll spend time together, discussing Eng engaging and, and coming to some agreements. engaging, and, and coming to some agreements in that work. uh, Uh so as as I just shared uh there those are, those are the Uh so as as I just shared uh there those are. Those are the elements. So the governance components are the the first first
015uh 3 vision mission and values. 3 vision mission and values with management uh, handling, the Handling the priorities goal, strategies, implementation and evaluation, but the board approves all along the way and then ultimately provides oversight. Uh, once the plan is done and the superintendent begins to is done, and the superintendent begins to implement the board, is there through your board meetings? board is there through your board meetings and aligning your meetings with your key performance indicators? You monitor, are we executing? And if not, we ask the question, you know? you know, what, what what are the budget priorities? What are the policy that needs to be changed or do we need to adjust the key performance indicators and those those 3, uh, areas as we go through, I will turn it over now to my
016colle. colleague, Miss Williams, who will walk you give you an overview of the phases of the process that we shall go through. So good, any excuse me? So good, any, excuse me, good evening. Good evening, everybody. Um, again, my name is everybody. Um, again my name is Anita and I'm excited to be here, um, to work with here um, to work with this, uh, District as well. I am going to provide a high-level overview of the um, going to provide a high-level overview of the, um, strategic planning process for you tonight. And then, um, following me, my colleague Chris will come along, and me, my colleague Chris will come along and he will delve in a little bit deeper into the process. will delve in a little bit deeper into the process. And so, then
017we'll, you'll have an opportunity to ask you'll have an opportunity to ask questions at the end. So I'll begin by stating the end. So, I'll begin by stating that the Strategic, um, planning process is organized into 4 interconnected, uh, phases. And as you can see here, Phase 1 is the organizational Readiness phase and this is our foundational phase. This is where foundational phase. This is where there's a lot of planning and preparation and just really setting the tone and the stage for the strategic planning process itself. And then Phase 2 is inclusive engagement. This is, um, an exciting phase because this is where you begin to engage your Stakeholders and they begin. Stakeholders. And they begin to document uh, where the district. district stands? Um, culturally, um, oper. district stands, um, culturally um, operationally structurally
018and um they also structurally and, um, they also determine where you aspire to be. And then phase 3. Focus on the future. Again, we are Eng And then phase 3 focus on the future again. We are engaging your stakeholders to uh, use that data to actually create a strategic plan. and then phase 4, um, is the actual implementation and evaluation of the Strategic plan. Okay, so I just talked about the 4 phases in the straight. plan. Now, I want to say that in each of those phases, we will do 3 things, we will flare out group, up and focus in. will do 3 things, we will flare out group up and focus in. And so, what does that look like? Um, well when we flare out what we'll do is we'll collect a wide range
019of data. And why do we do this? Because we want to, um, we want to final product, that is representative or reflective of the needs and the values of your entire School community. so, So, this is important that we collect as much data as possible. possible, so that we can see the big picture of your District. Then we'll group up by engaging your stakeholders to come in and organize that data. And from what I understand a lot of that work has been done already. So you are well ahead of the game here and then we'll again focus in by engaging, um, your stakeholders to kind of, um, narrow in on, what? What what areas do we want to focus on moving forward in the process? Okay. Okay, so this is an outline of the timeline
020of work. Okay, so, this is an outline of the timeline of work. Um, that we are expecting to execute so it will take approximately 6 months. Um, this is just expectation because I know you guys are further along than we um, expected. But this will take about, um, 6 months from beginning to, completion. Um, we estimate that. It will take 1 to 2 months to um, execute each. months to, um, execute each phase, um, with a total of about 6 months. So, Okay, so I talked about, um, the 3 things that we'll do in each phase will flare out, we'll group up and focus in and so the next 4 slides will um demonstrate what that will. so the next 4 slides will, um, demonstrate what that will look like at each phase in the
021strategic planning process. so, in Phase 1, So in Phase 1, let's start with Phase 1 and organizational Readiness. Uh, will begin with um, a comprehensive over. overview of the process and um, then of the process. And um, then we will narrow our Focus to begin. Focus to begin planning and preparing for Phase 2. So in our introductory meeting will flare out that our introductory meeting will flare out. That means that what we'll do is, um, we will gain more clarity around the scope of the project and um, aligned on key factors and expectations for the project. when we group up, we will do that um, in our Workshop meetings and essentially we'll be planning for a phase 2. and, and we'll focus in and share where we are and um, the board meeting and you
022know, highlight meeting and, you know, highlight the next steps, um, for the board members as well. Okay. So Phase 2 inclusive engagement. Um, this is where Okay. So Phase 2, inclusive engagement. Um, this is where uh, or involves collecting, uh, comprehensive quantitative and qualitative data, and then uh, stakeholders will use those, uh, that that data to they will organize that data into reports and then use it. into reports. And then use it in bi-weekly meetings, uh, to determine what themes are surfacing and that they might want to share for phase 3. Uh, so when we flare out, we'll use our engagement strategies, um, such as interviews and focus groups for, uh, Community forums. Um, we'll provide reports to the district when we group up and then again, as I stated in those bi-week, as I
023stated in those bi-weekly update meetings, we will use that data to, um, identify those themes that we'll be shared in Phase 3. Okay, so focus on the future, this is Phase 3. So every Workshop in Phase 3 will flare out group up and focus in um and so they will do a broad explanation. Uh a broad exploration of the ideas and then begin to narrow that down. And um, there will be 2 things that occur in this space. They'll examine um, different components of the Strategic plan and then they will review those themes that Strategic plan, and then they will review those themes that were highlighted in Phase 2 to determine how they should be integrated into the Strategic plan. Um, again, so we will flare out and group group up in those workshops and
024my colleague, Chris will go into much more detail about the workshops. Um, and then we'll focus in by providing those reports and plans, um, to Board and District leaders. Okay. okay, and then finally uh, for me phase Okay, and then finally uh for me phase uh I should say, phase 4, Implement and evaluate. Um again we will do all 3. we will flare out group up and focus in. Um, and essentially what this in this space, what we're doing is, um, expanding on the ideas and then um, synthesizing and then focusing in and uh, using that data engaging, our stakeholders to use that data, um, to both Monitor and Evaluate the success of the Strategic plan? Okay. Okay. And so that concludes my my portion of this presentation, I'll pass it along to I probably
025Chris. Thank you. Good evening, everyone. How are you? Good evening everyone. How are you today tonight? Uh, it's great to be here. Um, so, I'm going to go a little bit deeper into into each of these, but for each phase, these but for each phase, if if there's nothing else that you take away from each of these, Points. Is that this is a collaborative. Points, is that this is a collaborative effort. Um this is we we really value your input. Um the the community's in we we really value your input, um the the community's input and I hope that's what you get out of out of each. input and I hope that's what you get out of out of each phase of this. Um, So, Phase 1 organizational Readiness. Um, this is, this is sort
026of what we are beginning tonight in in, in some ways and and and will carry on, throughout the rest of the month of July. July, uh, where we can meet with you all, really? July, uh, where we can meet with you all really begin to flesh out what happens at at each point. flesh out what happens at, at each point of of this process, make sure that we know what is going to be done when. Um, so that everything is very clear from the very um, beginning of this of this process. Uh, by the end of that, we'll have a finalized, um, we'll have a finalized um project timeline action steps. Um, we'll have a steps. Um, we'll have a community engagement plan, um, and we will will begin to organize even a Google Drive
027where we will begin to organize, even a Google Drive, where we store all of these things for everyone. To access. Um, Phase 2, our inclusive engagement This. this uh, is where we really try and hear from. this uh is where we really try and hear from everyone know that you have done a level of um uh Community focus groups already. already uh and some strategic engagement around that we will deepen on that maybe get together some key. stakeholders. Uh we can engage with folks that uh, stakeholders. Uh, we can engage with folks that uh, um, um, that you point out to us community members, who will be really good to talk to, to get as much information as much data as possible. So we'll hold individual interviews. Um, straight strategic focus groups, uh, we can
028administer strategic focus groups. Uh we can administer a community survey, um, hold a series. survey um hold a series of community forums. Um, survey um hold a series of community forums um and engage in and in and and and in and in and and environmental scan, uh some data analysis. I believe this is when we will also engage in our SWOT analysis to look at strengths weaknesses opportunities and threats. Um, We will hold a total of 12, um, approximately 12 individual interviews 16 um, approximately uh, 16 focus groups with Approximately uh 16 focus groups with community members by the end of this phase. Uh, by the end of this phase. Uh, we should have a really strong idea and picture of of what the community is looking for and what you are all looking for.
029Um, so we will, we will provide you with a summary of stakeholders inputs perspectives, uh, a community survey report. Um, perspectives, uh, a community survey report, um, and our environmental scan report, just making sure I touched on everything there. 1 thing to note is it's going to be really crucial in this beginning phase that that we have over the next month to really plan this part out. How is it going to look? How are we going to make sure that everyone knows about it. Um, how are we going to make sure? are we going to make? Sure it gets out to the community in ways that will get the best and and most useful information back? I still see some eyes looking. So I still see some eyes looking so I I'll wait just a
030second. Okay. That's my uh, Professor skills coming in. well, it will engage in, um, all all of those that that well, it will engage in, um, all all of those that, that data Gathering will be ultimately to, like I mentioned provide with you provide, you a SWAT, an provide with you provide, you a SWOT analysis, qualitative data report and Survey report Uh, phase 3, our focus on the future. So we will take with us all the information that we gather all everything that that we get from, uh, the that we get from uh, the community yourselves, uh, key stakeholders within the, uh, um, District. Um, stakeholders within the, uh, um, District, um, and begin to turn that into. Um, Our plans, our our strategic plans. So within this there will be a series of workshops
031Um, where we can? Turn this data into usable. Um, Steps that create impact. So we'll host a 2-day workshop. Um, in order to develop uh, a draft of the Strategic plan components. Uh, we a draft of the Strategic plan components, uh, we will continue to update, you all and continue to update, you all, and hope and, and join for another board meeting. Um, and then eventually Continue to refine and uh finalized eventually this plan part of it will be a half day workshop. part of, it will be a half day workshop on creating a portrait of a graduate. Uh, that will be, this is just a sample. Uh, Uh, that will be. This is just a sample. Uh but it'll it'll be completed with your input, what? be completed with your input. What you want
032to see? graduates of Utica schools. Um, Coming out with. and then, Finally. Finally. Whoops. Um Finally, we have our implementation and evaluation phase of this. Uh, most of my work ends up being uh, in implementation of different plans with school districts. Hopefully, uh, and I am very confident that what we will leave you with is a really strong strategic plan to implement, uh, with Fidelity with, um, efficiency. Uh, so that you're not left wondering what to do next, okay? we have this beautiful plan. Where do we go from here? Um, that that, that we will ensure that what we that that that we will ensure that what we leave you with is something that you that that can have impact and can be implemented in a in a way? be implemented in a, in a
033way that is monitored. Um, and to make sure that what we all lay out, collectively is, what is actually getting done. uh, the first, uh, several months of this project, you'll have access to a dashboard. Um, and then uh, dashboard. Um and then uh you can decide if you like to keep that going. uh, as well, but it any way for you all to Continue to monitor, what is actually happening. Continue to monitor. What is actually happening what the plan looks like? Are the plan looks like. Are the things that we said we are going to do actually getting done. to do. Actually getting done, um, is is going to be key. that's, That's what that dashboard looks like. I want to mention it before you start looking at it. Uh, but really we, and
034for every single part of our plan, we will lay out. Okay. By this time these things should we will lay out. Okay. By this time, these things should be done by this. By this time, this should be done. Um, just to make sure that we're all sort of holding ourselves accountable. We never really want to leave us. Leave a school district with just this beautiful fully laid out plan, that's going to sit on the shelf for the next 5 years. I really want to make sure that what you're looking at are things that can actually get get done. with that, uh, we thank you very much for your time and and attention and opportunity. Uh we'll open it up for questions. Well, number 1, we appreciate you coming in. and uh, making the presentation I
035almost hesitate to ask this question because it's going to demonstrate Maybe. demonstrate, maybe I'm how stupid I am but I'm going to Ask it anyway. Straight strategic plan. Sounds really. really lofty and Powerful. What exactly is this a strategic plan for? Cuz I don't know. It sounds great, like we need a strategy, but I don't know what it is. So if you could just explain to me what it is that we're doing and why we're doing it. That would be helpful, at least to me. Thank you. Thank you. Thank you for the question. In layman's terms, the Strategic plan helps you. Understand and helps the community understand what are we doing first. Second and third. What um, are we monitoring? Where are we trying to go? Where are we and where are we trying to
036go? Um, So the plan is a way. It's it's your written document that communicates to the public communicates to your school schools uh communicates to your parents. Um what what we're doing Where are we? How are we moving forward? What strategies are we going to put in place? Uh, what? Uh, what do we value? What what does, what should a? Uh what do we value? What what does what should a Utica graduate possess in terms of? So you're talking about the students. Students, right? You're saying like we want to this is a strategic plan to produce. uh, a typical student is what you're saying, like these the average student or, you know, the aspirational student because I mean is it strategic plan? Based on. Okay, you know, we got to look Based on. Okay, you
037know we got to look at um, What's the word I'm looking for? Uh, You know, yeah. You know. Yeah. It's like like you know when we're You know. Yeah. It's like like you know, when we're enriching enriching their, their the teaching or enriching their educational components is that what it's addressing or is it like Trying to set up a different culture. Um, you know is Trying to set up a different culture. Um you know, is it is it a strategic plan regarding is it a strategic plan regarding, um, You know. You know, modifying Behavior. I, I don't know. I don't know what it's just, you know, is, is that all of the components Based on what the, you know, you, you look, you you discuss things with the community. The community says, you know, we
038have a bunch of stuff already but you it sounds to me like you're going to do more. And then we get to a point where it's like, this is what the community thinks is important. And so, We try to. Mold that into something that is combined with what the, you know, the various groups. know, the various groups feel are important in terms of the educational process. And is that is that what this because I'm trying to understand it. That's all just because it seems to be like it's hopeful and aspirational I just trying to understand the board as a board. You trying to understand the board as a board, you communicate The Mission Vision core values. How do we do business in this District? What do we care about? Like that's that's what the board
039does primarily. Like, that's that's what the board does primarily, right? So, so you might say, in Utica School, So. So you might say, in Utica School District we care about, Academ. Academics. We want to see academics improve. We care about Academics. We want to see academics improve, we care about strong climate. You know we want to make sure our kids come in and become productive, citizens and know how to be come in and become productive, citizens and know how to be respectful responsible and, and respectful, responsible and, and creative. Uh, and as a district, we care about the Arts. Uh, we, we want our students. students to be active in, uh, you know, music and and appreciate music. And appreciate music and art, and and literature and so forth. appreciate music and art, and and
040literature. And so forth. As as a board you decide that, what do we care about that? Then, you know, so if you take your academics for example, right now, I believe you're approximately 30% of your students or so are proficient in reading and math and you might say okay well this is where we are. by the end of the year, we want to get the 35% How are we going to do that? What what steps are we going to put in place to make that happen? you know, and and that strategic plan, lays that out that that as a board right now we're at 30%. We want to be at 33% next year 306%. The following year, 39% the following year, that's what we call kpis Key performance indicators. And so then performance indicators. And
041so, then you look at the superintendent and say, okay, so the board is set this goal for us to move now superintendent, for us to move. Now, superintendent, you got to put plans in place to make that happen. And the Strategic plan. Communicates to everybody. What those plans are a good plan is important because the board has 3 primary Powers. All right, you have the power to create policy. You have the power to approve a budget, and you have a power to evaluate the superintendent. Well, the superintendent gets you, that should be evaluated based upon the key performance indicators that that you say are important to you as a district and the Strategic plan lays that out. So, when you've got a strong plan, then the superintendent you're empowering the superintendent to execute on these
042things And you're saying, we're going to put budget to this. We're going to create policy towards this and we're going to monitor these things. That are important. But it's, it's a, it's a document. But it's it's a, it's a document that provides Clarity. And and the reason we go through and have you know, 16 Focus groups and meet with individual people and so forth because we want to get that information to say to you board here. we want to get that information to say to you board. Here's what you the people of udica or saying is important. But only you can say, yes, we're going to make this a priority in the school district because you're the Board of Education. And and you you're the only 1 Education and and you you're the only 1
043that has the power to do that. So we're going to gather that data for you and bring it to you, for you to be able to then lock in and say, okay we we heard what they said this is important. all right, so so then we agree. We agree superintendent. We want some key performance indicators there. We want you to develop plans to execute and move us forward there and we're going to monitor it. put budget towards it, and then you and then identify policy to help you accelerate it. Thank you. Anyone else? questions, are we going to get a Questions. Are we going to get a copy of the PowerPoint. Yes. Beautiful. Can you? Can you tell us what schools have you done? with before that, you've Just with, before that you've seen a
044difference. After the Strategic plan was put into place. Yes, I'm a multitude. So, so I run into Yes, I'm a multitude. So so I run into urban superintendents Academy then so so you know I did it as Academy then so, so, you know, I did it as a personally, I did it in Prince George's County, Maryland Montgomery County Maryland, uh, Montgomery County Maryland, uh, Nashville, Tennessee. As Nashville, Tennessee, as a firm we did, uh, pelum school districts, uh, districts. Uh, we also did White Plains here in New York. Uh, we also let's see here. I can Uh, we also, let's see here. I can pull up a number. We we've done hundreds of, um, of these plans and I can, uh, give me 30 10 seconds here. give me 30 10 seconds. Here, I Guess
045more. So Would you watch that evolve once? This was adapted. So once once you have a strong, once once you have a strong strategic plan, it allows your principles to be clear about what should we be focusing on? and, and it allows it allows the uh superintendent to go through as as you're executing on reading. So you got a school with 20% of kids reading at proficiency, you're clear. We we expect you, average growth would be clear. We we expect you. Average growth would be moving from 20% to by the end of the year 23% 25%, and here are the strategies we expect you to employ research-based the strategies, we expect you to employ research-based strategies that say, if you do this, more kids should be, you know, reading on grade level higher and you
046lay out those strategies because it's sort of like, putting your thinking out, on the, on a piece of paper and thinking out on the on a piece of paper and communicating. This is what we're going to do and we believe if we do This is what we're going to do, and we believe, if we do this, then this will happen. Um, so then it's easy for somebody to come. follow behind and say they'll never get there because they're, they're focusing on something that has no significance in improving reading achievement here, you know, versus guessing not knowing what somebody's doing. And, and, and, you know, Praying that something is going to going to turn out. I think. I think you've got to be clear a school system should expect. its principles and its teachers to be
047employing, you know, best Best practices and research to say here's how. Here's how we improve and here's our Improvement theory of action. If we do this, then this will happen. Are you giving strategies? So as part of the Strategic plan at the end, you're also leaving us with strategies, right? If we are looking at that to bring reading up, is that part of the Strategic plan? Yes, yes. Yes. So so we'll support you. We'll support you with the facilitation of that that process. process and we'll bring examples of, here's what's happened. Other places I mean on this particular team, you happen to have, you know, a professor from New York University in a professor from Howard University, um, you know, in the background. So we so we have the kind of research to know how
048to say, here are some things that we know work. Um, know work, um, that that you haven't been doing, but we would strongly consider you, you start doing. Yeah. 1, 1 thing, we know. If you don't have a plan, you'll never get to your destination. you'll, you'll never if if you're not clear, You'll you'll never if if you're not clear about where you are clear about where you want to be, so, there's a difference between think about so there's a difference between think about being best analogy, I can give you, you playing basketball, there's a difference when you're playing basketball and you're just playing for fun. And and versus when you keeping score, Right, when you start keeping score, you start playing with more intensity. uh, with more with because because you know, if if
049I don't if I don't hit this 3 right now, I'm going to lose this game. right, the Strategic plan gives you that ability to keep score and and to create a sense of urgency and focus. uh, whereas, you know, if you're not Uh whereas you know if you're not if you don't you're not keeping focused, it's a very lazy Fair. not keeping focused, it's a very lazy Faire endeavor. so, 1 of the things I'll say is, This part of my 100 day entry plan, coming to the district. Really look to see that we had a lot of activity. A lot of great. great initiatives, a lot of great ideas as to, where we would like to be. But part of that work is how do we then galvanized all of that interests and develop that
050roadmap that really outlines again what those priorities are and how do we get there? And what's going to be the trajectory of the district? So in in complex organizations such as ours, large complex organizations, small City school with big city problems. It becomes advantageous to be able to coordinate all the activities within your organization in different places and put that in 1 plan, that helps move. different places and put that in 1 plan that helps move us forward. So um appreciate forward. So um, appreciate you all for your work and being able to articulate, you know, the value add there. Um, and any other questions more I just have 1 more. I'm I have to ask it for for anybody that's watching. so, just explain this a little bit of So just explain this a
051little bit of why would we invest money first strategic plan? Right? We know reading levels are are low. We know we need to come up with a strategy to help our youth to help our educational right, our academics to grow them. So academics to grow them. So why wouldn't we take that money and sink it into these academic Endeavors, right? That we know need to be addressed in instead of taking a strategic plan. Can you just explain to me how it's not right for anybody? That's saying this is just something that's, it's words, it's words put together and it's information that we've already got. The communication is already expressed multiple times what they want what's missing. So why put all this money into this for another piece of data and words instead of actually going
052after words of actually going after problems, I'm going to be very blunt because I don't know any other way, right? Your? Your district has been underperforming for a long time. You have to, uh, Be clear, I think I think for the community. I think it would send a message if they, if they're for the people who are looking at your District to say, They got a plan. That plan makes sense. And it's clear, they know where they're going to put their money when they when they're coming to US every year asking asking for a new budget, and asking the raise taxes, and the things of that nature, a strategic plan, lays out what we're going to do first, second third, this is what we're investing in this. investing in. This is why we're doing what
053we're doing. This is the return on investment. You should expect for the dollars that you're putting into, you know, public education here. that return on investment pieces is huge for the public, uh, because most most people don't, they just say, oh, we'll just, we'll we're just, we're just, you know, throwing money at the school system, we're not getting any system. We're not getting any result. This is this is you saying no, we took saying no we took time to think through what it takes to move forward and as a board we're going to prioritize our resources. Uh, we're we're going to set ambitious goals and be clear about and be clear about what we expect. And, um, and be clear about what we expect. And um, you know, we're going to hold ourselves accountable for
054you know, we're going to hold ourselves accountable for moving forward and if we're not moving forward, we're going to be asking, uh, you know, where do we need to change our plan? Where do we need to rep? Prioritize our budget, where do we need to focus on policy to move us forward? Because we're not going to accept that. We're not progressing. I also believe this is an opportunity for our community at Large. To have. A stake in the game, some skin in the game. Really, I think this is an opportunity for them to say, listen, we've had some concerns. Uh, they may or some concerns. Uh they may or may not have been heard. We can voice them now through can voice them. Now through these focus groups through these interviews and be a part
055of the process and realize that there's other people that may have those same concerns. Uh, but they understand that now we're working. Collectively to move the ball forward. Yeah, I I think this is a great opportunity. Yeah. yeah, I think, I think when the public sees that yeah, I think I think when the public sees that, uh, the district has a plan that they're working, they're working hard. They they they have ambitious. hard, they they they have ambitious plans because you've got to, you've got a large system. You have to have ambitious goals. Uh, wildly ambitious goals to pull the system forward. Like, like, people have to be clear about where where we're, what we're moving towards right now. Uh, versus just, um, the assumption. that, you know, we're not doing well and it's just,
056it's that's just what what it is. That's not the case. And and the Strategic plan communicates and puts communicates, and puts the plan together. And for people who really are passionate and care, they can look at that plan and challenge it. You know, it it, it, I think a, a strong plan invites engagement, uh, because now I can come and and say, well, I see in your plan, you're trying to do this and you, you plan on budgeting towards this and you plan on doing this. You know, and and according to, you know, um, NYU there, there's this. So, why are you doing that? Like, like, right now? now it's, you know, without a plan, people just don't know. what you're doing. Why you're doing it? How you're doing it and and what the mission
057is. Anyone else? Thank you. You're welcome, thanks. Appreciate it. Thank you. so, we have the, um, We? We have a motion for the, from the floor. Um, we have a motion for the from the floor, um, to Adopt. adopt a budget transfer. of, uh, for the maintenance of plant, light and power. In the amount of 65,466, could you just give us a brief? Overview of that. This is the motion for utility bill. Yeah, yeah. So, the utility bills, the costs came in. So the utility bills, the costs came in a little bit more than was previously budgeted. So, we're than was previously, budgeted. So we're transferring Monies to satisfy that bill. Oh yeah, no problem. Oh yeah no problem. Why don't you tell us what account you're transferring and That. Count construction management, which we
058didn't. Need to utilize this year. It's always put their Need to utilize this year. It's always put there as a contingency as we go throughout the year. So I work pretty closely with Mike and, um, none of that was closely with Mike and um, none of that was used this year. Um, I I just want to also add, you know, we added some additional programming with the red program, so our buildings are staying open longer, right? So the costs have gone up a little bit. Um, and so I think gone up a little bit. Um and so I think we're going to be covered for the for the budget that's in for 2526. This is just we we often didn't know, you know what the numbers were going to bring. Okay. okay, so can I
059have a motion to, um, Okay, so can I have a motion to um, approve the budget transfer as requested? Second. Any discussion. any questions all in favor, I post, any questions all in favor, I opposed motion carries You want to offer your superintendent's report. Yes. Yes, I'd like to offer my superintendent support from board to accept. Does anyone want any Pages pulled? I'd like to make a motion to go into executive session to discuss, uh, the employment history, particularly people, as well as attorney uh, Communications Need a second second, all in favor. Opposed. We're going in executive session. We're going in the room.