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LPSB 1sheeter v5

This document outlines the 90-day plan of Francis Touchet Jr., a candidate for Superintendent. The plan focuses on increasing student achievement and school performance, improving graduation rates, building principal and teacher capacity, prioritizing finances, developing infrastructure, and improving public relations. The plan includes meeting with stakeholders to analyze data, developing strategic plans and support systems, providing professional development, evaluating programs and positions, and communicating the district's vision. The overall goals are to ensure all students receive a high-quality education and graduate college or career ready.

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72 views

LPSB 1sheeter v5

This document outlines the 90-day plan of Francis Touchet Jr., a candidate for Superintendent. The plan focuses on increasing student achievement and school performance, improving graduation rates, building principal and teacher capacity, prioritizing finances, developing infrastructure, and improving public relations. The plan includes meeting with stakeholders to analyze data, developing strategic plans and support systems, providing professional development, evaluating programs and positions, and communicating the district's vision. The overall goals are to ensure all students receive a high-quality education and graduate college or career ready.

Uploaded by

api-252107746
Copyright
© © All Rights Reserved
We take content rights seriously. If you suspect this is your content, claim it here.
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Download as PDF, TXT or read online on Scribd
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90

First
DAYS

Francis Touchet, Jr.

Candidate for Superintendent

Every Day, Every Student, No Matter What

Our Goals

Increase School Performance Score of every school (No D/F Schools)


Increase High School Graduation Rates
Support and continue professional development for Principals/Teachers
Prioritize/Align Financial Structures
Develop Facilities/Infrastructure Plan
Ensure all students experience a safe, respectful and orderly school
environment that is conducive to learning and free from distractions

Student Achievement
Our #1 Priority
1. Meet with district office staff to review districts and schools longitudinal data to develop district
and school academic priorities.
2. Provide support by meeting with school leadership teams to:
Analyze school data, especially around any academic achievement gaps or disparities between
ethnic or gender groups in ELA and math.
Discuss their plan of action which would include identified targeted professional development
and plans for follow-up.
Develop a strategic plan to evaluate the effectiveness of implementation.
3. Meet with instructional school staffs to get feedback on tools needed to support student achievement
district-wide.
4. Create and utilize school-embedded district academic support teams that will work extensively
with all D/F schools (providing but not limited to targeted professional development, modeling lessons,
assisting with teacher collaborations and orderly school environments, while focusing on ensuring a
constant cycle of academic improvement). Academic support teams would also be available as needed for
all other schools ranked A-C.

Superintendent and Staff: June1-August 31st

Communication + Collaboration + Capacity = Student Achievement!

Graduation Rates
Assure all students are college/career ready
1. Meet with high school leadership teams and
analyze graduation rates.
2. Develop a transitional plan for all incoming
freshman to ensure they are scheduled
according to their individual needs.
3. Develop a plan of action to monitor/mentor all
incoming freshman.
4. Meet with middle school principals to develop a
plan to identify, monitor, mentor, and remediate
all overage middle school students.
5. Assist high school principals in ensuring that all
master schedules provide opportunities for
students pursuing the TOPS University/Jump
Start Pathways.
Superintendent, district & school staff: June 1 August 13

Principal/Teacher Capacity
1. Provide professional development (PD)
opportunities to principals focusing on
instructional leadership.
2. Support principals by providing direct access to
the district-wide support team to help with
analysis of data, PD, remediation, and planning
collaborations for teachers.
3. Provide additional support to principals of D/F
schools with school-embedded support teams
focusing on their individual needs, including
both academics and school climate/discipline.
4. Provide instructional coaches, instructional
strategists, teacher leaders, and teachers with
PD/resources that will align to the curriculum &
assessments for the district.
5. Establish a robust recruitment and retention
plan for teachers and administrators.
Superintendent and Staff June 1- August 8th

Administration
1. Meet with all board members individually and
determine preferred way of communication.
2. Plan a board retreat within 30 days after taking
the Superintendent position to discuss philosophy, short and long term goals and protocols
and procedures for Superintendent and Board
agendas.
3. Meet with all committee chairs to discuss areas
of focus.
4. Create a Superintendent Advisory Committee
(SAC) made of: Principals-some nominated by

Principal Association, Teachers- some nominated


by Teacher Union, Board Members-nominated
by Board, Parents-nominated by PTO organizations, Business/Community-nominated by Civic
Organizations.
Superintendent and Staff: June 1 - July 31st

Prioritizing Finances
1. Review the District Financial Dashboard as it
relates to fiscal flexibility.
2. Evaluate all programs and job positions as it
relates to student achievement.
3. Develop a long term financial plan.
4. Assure that principals/teachers have resources
needed to promote student achievement.
5. Align all available federal, grant and local funding around Districts adopted priorities.
Superintendent, Board Members, CFO, Staff: June 1August 31st and ongoing

Infrastructure Plan of Action


1. Analyze and update the facilities master plan in
regard to its infrastructural needs.
2. Develop a plan for all schools to become a single
point of entry site in keeping with safe
campuses.
3. Develop an incremental plan for infrastructure
development that addresses the district's immediate needs and outlines 5, 10, 15 and 20 year
plans for improvement.
4. Seek revenue sources to address all infrastructure needs.
Superintendent, SAC, Staff, Board Members, Business
& Community Leaders: June 1- Ongoing

Public Relations
1. Engage stakeholders in developing a
public relations plan to articulate our vision
and to publicize the good news of our district.
2. Provide regular communication with parents
that highlight and inform their critical role in
the development of their child.
3. Build a professional relationship with all media.
4. Build a relationship with business and community organizations to effectively communicate
our district vision.
5. Communicate that parents are our customers.

Superintendent, SAC, Staff, Board Members, &


Community Leaders: June 1- Ongoing

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