Goal 3
Organizational efficiency and effectiveness: Provide excellent support and services to schools, students, staff, parents and the PPS community.
OBJECTIVES:
- Examine PPS’s current professional learning opportunities a n d p r o f e s s i o n a l d e v e l o p m e n t o f f e r i n g s for all staff.
- Maximize resources to focus on the development of leadership capacity, focused on high student achievement and to ensure a successful exit for all graduates.
- Identify the levels of performance for each department and direct reports within the organization.
- Assess current expectations for leadership development and create an organized pipeline of competent, instructional leaders for the classroom, school and district.
- Support the recruitment and retention of a highly effective staff with the ability to accelerate the academic performance of all students.
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Action |
Sponsor |
Comments/Results |
Status |
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3A |
Meet individually with members of the leadership team. Meet c ollectively w ith all Central Office team members. Meet i n d i v i d u a l l y w ith all Central Office team members. |
Superintendent |
All Central Office Leadership Team Departments |
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3B |
Create systems/processes that enable interdepartmental collaboration along with interdepartmental accountability. |
Superintendent |
Assistant Superintendents Central Office personnel Schools and site-based administrators and personnel |
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3C |
Develop and review briefing documents from each division/department. Documents will include areas of major responsibility, major initiatives underway with projected timelines, potential challenges and major decisions that need to be made. Documents will allow for quick understanding of the district’s strengths, weaknesses, opportunities and threats (SWOT) to progress. |
Superintendent |
Central Office staff Schools and site-based personnel |
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3D |
Conduct a retreat and training schedule with leadership team to review the school improvement planning process, achievement data, current or anticipated vacancies in Central Office and school sites and discuss leadership team structures and practices. |
Superintendent |
Leadership Team |
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3E |
Determine how communication and decision-making will occur with leadership team, including establishing meeting schedules, protocols, and systems designed around increased student achievement, continuous improvement and addressing district issues. |
Superintendent |
Leadership Team |
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3F |
Meet with Assistant Superintendent-Academic Programs to discuss appropriate action steps and supports needed for the curriculum. A curriculum review to assess alignment between the written, taught, and tested curriculum; current state of our district assessment philosophy, review of delivery and instructional supports provided to teachers and staff. |
Superintendent |
Assistant Superintendent- Academic Programs Curriculum & Instruction |
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3G |
Meet with school principals and teachers to determine their perception of the quality and accessibility to student achievement data and the level of support offered by the Central Office staff. |
Superintendent |
Principal and Teachers |
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3H |
Review and evaluate the district’s efforts around Leadership Development and succession planning for school leadership and Central Office staff. |
Superintendent |
Leadership Team |
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3I |
Determine the current protocol and means for schools to collaborate and share best practices by level and feeder pattern. Review the alignment of feeder patterns. |
Superintendent |
Assistant Superintendents Curriculum & Instruction School Leadership |
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3J |
Review the district’s processes used to regularly monitor the effectiveness of the district’s academic programs, materials and curriculum. |
Superintendent |
Curriculum & Instruction Accountability |
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3K |
Conduct a review of all Central Office positions to determine efficient standards to provide meaningful services to the school and community to begin the groundwork for any staffing efficiencies. |
Superintendent SBA |
Human Resources |
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3L |
Ensure the use of a staffing formula. Access the human resources management system and review all data dashboards. |
Superintendent |
Human Resources |
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3M |
Review critical documents, including, but not limited to: policy and procedures manuals; BOE meeting minutes for prior year(s); student achievement data; financial projections and budget processes for the past three fiscal years; audit reports; facility plan; accountability plans and processes; safety and emergency plans and legal proceedings. |
Superintendent |
Leadership Team Legal Facilities Auditing firm |
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3N |
Review the current schedule and format for principal meetings to ensure meetings are beneficial to principals and aligned to district goals. |
Superintendent Leadership Team |
School Leadership |
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3O |
Review and evaluate how much autonomy and authority principals have in the current organizational structure and assess how much opportunity they have in the decision- making process. |
Superintendent Leadership Team |
School Leadership |
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3P |
Review and evaluate the district’s current process for establishing departmental goals. |
Superintendent |
Leadership Team |
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3Q |
Review and evaluate the district’s current performance management system to ensure effective and efficient operations across and within all departments and to ensure key metrics and customer service goals are established. |
Superintendent Leadership Team |
Curriculum & Instruction Accountability |
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3R |
Conduct one-on-one meetings with legal team to review current legal proceedings or outstanding judgments against the district. |
Superintendent |
Human Resources Legal Counsel |
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3S |
Review and evaluate all necessary plans and procedures to ensure preparations are in place for a successful opening of schools and establish protocols for assessing effectiveness of the opening of schools. |
Superintendent |
School Leadership SBA Unit Assistant Superintendents Assistant Superintendent of Personnel |
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3T |
Review any other audits or reports conducted by outside agencies. |
Superintendent |
Leadership Team |
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