Superintendent's Post Entry Report to the Community

Building a Foundation of Excellence and Equity

A strategic plan is an organizational management framework that is used to support stakeholder collaboration, communication of values and organizational priorities. A well-developed strategic plan will enable school leaders to align division resources to the goals and objectives of the school division; and communicate future operational needs.

The Newport News Public School Strategic Plan accomplishes this through a solid academic agenda that supports a vision of graduating students college, career and citizen-ready.

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Strategic Supports

STRATEGIC SUPPORT 1: Quality Curriculum

NNPS will advance the Academic Agenda by providing the structures, resources and experiences necessary to ensure that all students graduate college, career and citizen-ready through:

• A curriculum that improves achievement, promotes effective teaching strategies and engages students in meaningful, authentic and rigorous work
• A comprehensive assessment system that reflects demonstration and mastery of NNPS indicators of student success
• The integration and utilization of supportive technology

STRATEGIC SUPPORT 2: Employee Expertise

NNPS will advance the Academic Agenda by ensuring that all employees are equipped with the skills necessary to meet or exceed performance expectations through:

• The systemic and purposeful recruitment, selection, orientation and placement of a diverse workforce
• Practices that provide employee development, growth and advancement opportunities and promote retention and loyalty
• Quality performance standards and an employee performance assessment process for timely and constructive feedback

STRATEGIC SUPPORT 3: Accountability Systems

NNPS will advance the Academic Agenda by effectively utilizing division-wide data through:

• Integration of the use of data into school planning and teachers' instructional decisions
• Structures for planning, informal professional development, and data use
• Integration of the use of data with district initiatives to determine strategic next steps

STRATEGIC SUPPORT 4: Community Connections

Providing a quality education for all students is a collaborative effort that families, students and the community share to support student achievement and outcomes for success. NNPS will advance the Academic Agenda by building partnerships to increase community confidence, advance student opportunities and keep the public informed through:

• Two-way communications with district families, employees and the community
• Branding and marketing school programs and initiatives
• Exemplary customer service practices
• Opportunities for community involvement that advance student learning and development

STRATEGIC SUPPORT 5: Financial Resiliency

Resilient school divisions evolve their planning process as needed to address new issues, keep up with best practices and anticipate the changing needs of the organization created by economic conditions, community expectations, and state and federal regulations. NNPS will advance the Academic Agenda by ensuring long-term success by aligning current and future resources with the district's mission through:

• Long-range planning for operations and infrastructure
• Utilization of best business and operational practices
• Community awareness of NNPS fiscal management

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Quality Curriculum

Newport News Public Schools will advance the Academic Agenda by providing the structures, resources and experiences necessary to ensure that all students graduate college, career and citizen ready.

Ensuring that all students are prepared for successful futures involves providing an educational experience for students that is deliberate, consistent and grounded in research-based best practices. In order to positively impact the quality of education in NNPS, we must pay as much attention to HOW we teach as we pay to WHAT we teach.

Are we preparing students to graduate college-ready?

HIGHLIGHTS

In terms of Quality Curriculum, I noted many successes during the entry planning period:

• High-school level coursework is offered to students beginning in middle school. Over 60% of NNPS middle school students are earning high school credit.
• At the high school level, students have access to 28 advanced placement course offerings, more than any other school division on the Peninsula. Students also have access to honors, International Baccalaureate and dualenrollment courses. Nearly 90% of our high school students experience an honors, AP, IB or dual-enrollment course prior to graduation.
• Through a partnership with Thomas Nelson Community College, NNPS students may earn up to 19 semester hours of college credit by participating in the Early College Program.
• The Governor's STEM Academy, the Governor's Health Sciences Academy, the Aviation Academy and the International Baccalaureate program enable students to experience the rigor of post-secondary education as high school students.
• The Class of 2018 earned more than $56 million dollars in scholarships to prestigious colleges and universities across the country.
• The academic program of the school division has continued to improve as evident by NNPS schools experiencing a 60% increase in school accreditation over the past three years, moving from 14 accredited schools in 2015, to 26 this year.
• NNPS maintains a technology device-to-student ratio of 1:1.5 which enables students to access instructional technology on a daily basis.

The new Virginia Profile of a High School Graduate serves as a framework for school divisions to establish the curricula necessary to provide every student the knowledge and competencies essential to be prepared for post-secondary education, employment and life in tomorrow's economy.

The Profile of a Graduate promotes a well-developed curriculum that provides opportunities for students to be critical thinkers, communicators, creators, collaborators and good citizens.

OPPORTUNITIES

Newport News Public Schools is well prepared in this area. The NNPS curriculum exceeds the required state Standards of Learning by combining the SOLs with the school division's college, career and citizen-ready skills including information literacy, communication, critical thinking, problem-solving, creativity and innovation, initiative and self-direction, social responsibility and collaboration. These skills are integrated into instruction at all grade levels.

I have appreciated our discussions related to teaching and learning throughout the entry planning period. As we continue our discourse about quality instruction and professional learning, I believe we will identify even greater opportunities ahead in the areas of curriculum and developmental literacy.

Establishing a World-Class Curriculum

John Adams, one of the Founding Fathers of the U.S. and second U.S. President, was quoted as saying, "There are two educations. One should teach us how to make a living and the other how to live." A school division's curricula consists of the totality of a student's experiences throughout the educational process. This includes the standards, instructional practices and assessments of each course that the student has taken as well as the opportunities for social engagement and emotional development which comes with learning to function as a productive citizen and human being.

The Virginia Profile of a High School Graduate serves as a framework for school divisions to establish the curricula necessary to provide every student the knowledge and competencies necessary to prepared for post-secondary education, employment and life in tomorrow's economy.

In terms of future planning, we will begin with an audit of our current NNPS curriculum. Since the last curriculum audit was conducted in 2004, it will be important to assess the quality of our existing curriculum as we consider incorporating any future changes. Additionally, we will engage our community and local employers to establish a Profile of a Newport News Public Schools Graduate. While a state model provides a level of consistency for school divisions, it is extremely important that the competencies, experiences and skills of a NNPS high school graduate also reflect the values of our community.

Are we preparing students to graduate career-ready?

HIGHLIGHTS

I was extremely encouraged by my discussions around career related opportunities for students. I noted that Newport News Public Schools has numerous options to ensure that students graduate career-ready.

• NNPS students have access to over 80 career and technical education (CTE) courses designed around industry standards for high-wage, high-demand and high-skill careers. CTE courses prepare students to earn more than a dozen industry certifications, accelerating student access to technical, high-skilled careers.
• NNPS students earned over 3,600 industry and professional certifications last school year.
• Additional courses are also offered at New Horizons Regional Educational Center (NHREC) at campuses in Newport News and Hampton, which recently launched courses in emerging career pathways including mechatronics and cybersecurity.
• NNPS has three career-based high school magnet programs including Denbigh High School's Aviation Academy, the Heritage High Governor's STEM Academy and the Warwick High Governor's Health Sciences Academy.
• NNPS has established supportive partnerships with industries and corporations such as Jefferson Lab, Newport News Shipbuilding, Riverside Health System, the military and many others that enable our division to provide greater access to STEM education and career exploration.
• NNPS students are exposed to grade-appropriate career development experiences through the Career Pathways program. Elementary and middle school students focus on career awareness and exploration, while high school students are exposed to career options through internships, job shadowing and hands-on training.
• Science, Technology, Engineering and Math Education or STEM is embedded in the curriculum at all grade levels. Additionally, technology learning labs, city-wide engineering design challenges and renovated science labs enable students at all levels to engaged in hands-on and minds-on activities.
• Through the Early Career program, high school seniors can jump start their careers before graduation. During the first semester of their senior year, students complete their high school coursework and take special training courses. During the second semester, students begin working full time with a local business or industry partner.

OPPORTUNITIES

Upon my review of career and technical education courses, it became apparent that a division the size of NNPS, with major regional employers such as Newport News Shipbuilding, Ferguson, the Department of Defense, and Riverside Health Systems, should have more students enrolled in career-credentialing programs that support these industries. The table below indicates the current enrollment for Newport News Public Schools students in some credentialing programs.

NNPS Students Enrolled in New Horizons

Course	NNPS Student Enrollment
Automotive Technology 1 & 2	29
Welding 1 & 2	9
HVAC 1 & 2	13
Nursing Assistant	18
Cisco Network/Cybersecurity Academy	9

To encourage and increase enrollment in these programs, a greater emphasis on parent and student career-orientation and school counseling is needed to ensure that available opportunities are maximized.

It will be imperative that NNPS solicits the assistance of local businesses and employers to bridge the gap between high school graduation and entry into the workforce. Through expanding opportunities for apprenticeship programs, NNPS students could seamlessly transition from a credentialing course to a paid apprenticeship experience upon completion of their graduation requirements. 

Are we preparing students to graduate Citizen-Ready?

HIGHLIGHTS

Newport News Public Schools offers an abundance of clubs, activities and sports to engage students beyond the classroom.

Service learning begins in elementary school and is practiced daily as part of the curriculum. Through student leadership conferences and participation in clubs and organizations, students in all grades have the opportunity to develop leadership, volunteerism and citizenship skills.

I have found that NNPS is a school division that values the voice of our students and encourages student advocacy. At the core of this work is the Youth Development Department, a unique office that promotes student leadership and volunteerism. I have been very impressed and pleased by the quality of student-organized events that have been initiated under the guidance of this team including bullying awareness campaigns, empowerment workshops and leadership training.

I believe that the development of a Profile of a NNPS Graduate will increase the emphasis on developing caring, respectful and tolerant young adults. Programs such as Expect Respect encourage middle school students to advocate for themselves and others by learning coping strategies for addressing bullying, harassment and disrespect in their school community. The program has been implemented in a few of our schools thus far with favorable results. Plans are underway to expand this initiative and others to build healthier school environments.

Although Youth Development initiatives have gained much attention at the national level in recent years, they are not new in NNPS. Youth Development became an explicit part of the Public Agenda for Education during the 2007-2008 school-year with measures of youth engagement built into the division's benchmarks for success.

OPPORTUNITIES

In addition to programs which are geared towards empowering students to make a difference in their communities, NNPS has continued to encourage and monitor student participation in extra-curricular activities, sports and clubs. Recent data indicates that 87% of NNPS students participate in a school-based activity club or sport further connecting them to school.

Looking forward, it will be important for NNPS to build on existing opportunities expanding service learning and leadership opportunities for students within the curriculum. By doing so, NNPS will be able to create opportunities for more students by encouraging students to plan and implement community service projects and participate in leadership activities and discussions which will enable them to develop their unique voice while building their leadership toolbox.

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Employee Expertise

NNPS will advance the Academic Agenda by ensuring that all employees are equipped with the skills necessary to meet or exceed performance expectations.

HIGHLIGHTS

Newport News Public Schools is the third largest employer in the city of Newport News with over 5,000 employees. The school division has made progress recently in retaining instructional staff by reducing the overall teacher turnover rate to 13 percent. The retention rate for novice teachers has also improved over the past two years. NNPS retained 92 percent of novice teachers last year. However, over the last five years, NNPS has faced challenges with retaining newly hired teachers. Since 2013, 49 percent of the teachers hired are no longer employed by the school division. Addressing this issue is paramount because there is a cost and benefit associated with training a new teacher and having them remain with NNPS long enough to become an effective teacher. When a teacher leaves NNPS after two or more years, they take with them the experience and training they received from the school division.

NNPS has attracted and improved retention of a quality workforce by

• participating in recruitment trips to both in-state and out-of-state universities and career fairs.
• partnering with local colleges and universities to fill hard-to-fill areas such as Gifted Education and Special Education.
• creating innovative programs such as the Teacher Residency partnership with Christopher Newport University and Old Dominion University.
• establishing year-long professional development for new teachers through the New Teacher Institute.
• expanding opportunities for teachers to pursue leadership opportunities and advancement in the school division through roles such as lead teacher, Professional Learning Community (PLC) facilitators, teacher coaches, interventionists and instructional specialists. Additionally, teachers may serve on division-level committees and provide school-level and divisionwide professional development.
• offering professional development for all employee groups through online and on-site opportunities.
• creating opportunities for advancement through the organization.
• Newport News Public Schools is the only school division to offer a state-approved apprenticeship program.

The NNPS Apprenticeship Program is a structured training program designed to develop highly skilled employees in child nutrition, clerical, custodial services and transportation.

OPPORTUNITIES

NNPS has maintained a standard for teacher evaluation which is consistent with established state procedures set by the Uniformed Performance Standards for School Personnel. However, a review of evaluation evidence for other employee groups including administrators and classified personnel determined that we need to continue to develop a strong evaluation system. Effective performance evaluation has proven to have a direct relationship to improving school division culture, professionalism and student achievement.

It is widely known that we are currently facing a state and national shortage of teachers. As school divisions compete for a smaller pool of qualified teacher candidates, providing a competitive starting salary is the most important tool in attracting new teachers. Once hired, the emphasis will shift towards maintaining a competitive salary by addressing issues of compression in the current compensation system. Compression occurred when tenured teachers did not receive adjustments for one or more years. Compression will be addressed as the budget allows.

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Accountability Systems

NNPS will advance the Academic Agenda by effectively utilizing division-wide data through:

• Integration of the use of data into school planning and teachers' instructional decisions
• Structures for planning, informal professional development, and data use
• Integration of the use of data with district initiatives to determine strategic next steps

HIGHLIGHTS

Accountability systems involves the collection, analysis, communication and reaction to relevant data. Far too often in public education, relevant and impactful data is collected and neither effectively analyzed, communicated or used to further school division goals or initiatives. When we think of assessment and accountability it is important that we give careful consideration in not only what we are measuring; but also, whether we are using the right tools.

During the entry planning period the following was observed

• The conversion to a new student assessment system this year enables teachers to store a variety of data. Synergy Assessment enables educators to develop and store common assessments which align to learning outcomes created by the state.
• Student data related to daily attendance, discipline, and instructional supports are managed at the school level through the SIS. This data is utilized by school counselors, graduation coaches and interventionists to identify and assist students who are in need of support.
• Teachers are accustomed to meeting regularly to review student results, develop common assessments and plan lessons. Individual students are identified for targeted remediation based on their academic deficiencies.
• School administrators establish annual measurable goals for improving student achievement.
• NNPS has standardized the school improvement process by establishing consistent reporting criteria, reporting templates and training for school leaders. By instituting a common approach to planning and reporting continuous improvement, school accreditation has improved significantly over a four-year period.

OPPORTUNITIES

Throughout the review of accountability systems, a common theme emerged in many of our discussions and decisions related to future actions. That theme was a significant need for continued professional development. It was determined that additional capacity building was needed in the following areas:

Use of the Student Information System

Administrators and teachers will need additional professional development in order to fully utilize the features of the Student Information System to collect, analyze and store assessment data.

Professional Learning Communities (PLCs)

It was determined that while teachers met frequently in their instructional teams, there was no consistent protocol that involved the analysis of data or student work. The establishment of PLCs at each school will ensure that teacher collaboration is aligned with improvements in student achievement.

English Language Learners (ELL)

NNPS has averaged around 12.6% of ELL students exiting the program annually and gaining proficiency. This percentage is lower than the targeted 19% benchmark. Six additional ELL teachers were hired this school year to accommodate a growing population of ELL students. The addition of new personnel has increased the need for professional development.

Student Discipline

Analysis of school division discipline data has determined that as a school division, at the elementary level, black students, male students, and students with disabilities are removed from instruction at a disproportionate rate than their peers. At the secondary level, there is disproportionality in the severity of consequences. Specifically, black students are removed from instruction for longer periods of time than students of other ethnic backgrounds.

Identification and Support for Struggling Readers One of the more significant discoveries during the entry period was the need for an additional literacy screening tool beyond third grade. It was determined that while there was an abundance of assessment resources available to identify the needs of struggling readers in grades kindergarten to third grade, once the instructional focus changed from developmental literacy (learning to read) to acquisition literacy (reading to learn) in grades four and beyond, the primary assessment for literacy became the Standards of Learning (SOL) Reading Assessment. Consequently, if a student failed the fourth grade reading SOL, they would be considered not reading on grade level. However, the SOL test was not developed to identify a student's grade level equivalency in reading or identify specific literacy deficiencies.

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Community Connections

Providing a quality education for all students is a collaborative effort that families, students and the community share to support student achievement and outcomes for success. NNPS will advance the Academic Agenda by building partnerships to increase community confidence, advance student opportunities and inform the public of future successes.

HIGHLIGHTS

The core of many successful school divisions is a variety of supportive partnerships, volunteers and community resources. NNPS is fortunate to have an abundance of community, education and business partnerships that support the mission of the school division. Since my arrival in July, I have spent a great deal of time meeting and conversing with many supporters of the school division. For example, partnerships such as the Community Nights Incorporated, a local non-profit supporter of public education, were founded out of an identified need to assist our schools with additional teacher resources and extra-curricular activities. Other non-profit groups such as Soundscapes, which provides after-school music enrichment and character development for elementary students and the NN Education Foundation, were founded out of a desire to enrich the lives of NNPS students. These are only a few of the educational partners that I have met throughout the entry period. While there are far too many to share in this report, I would suffice to say that NNPS is supported by a village of caring citizen, business and educational partners.

I noted the following strengths

• NNPS is well-equipped for providing information to the community in a timely manner. The Department of Community Relations ensures that the management of important information is both consistent and disseminated in a variety of media formats.
• NNPS manages a school division website, a variety of social media platforms, and operates a full-service television station.
• The school division supports all schools and offices with a full-service print shop that prints brochures, report cards, handbooks and posters.
• At the elementary level, NNPS is supported by seven Family and Community Engagement Specialists, whose primary role is community outreach. Family and Community Engagement Specialists are encouraged to establish personal relationships with students and parents in their assigned schools.

OPPORTUNITIES

Over the course of my first 100 days in Newport News, I had the opportunity to meet with elected officials, college and university representatives, community and education association leaders, parents, students and NNPS staff. While many established relationships with NNPS were performing well, some relationships are in need of strengthening. Looking forward, I believe that a commitment to continuing and maintaining strong relationships, whether it involves elected officials, community or organization leadership, will lead to three things: Access, Transparency and Consistency.

By committing to providing our stakeholders access to communicate and address concerns, future issues will be resolved in a timely manner enabling relationships to develop. Furthermore, information must be presented in a transparent manner in order to build community trust. If these things are done in a consistent manner, both established and strained relationships will continue to improve over time.

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Financial Resiliency

Resilient school divisions evolve their planning process as needed to address new issues, keep up with best practices and anticipate the changing needs of the organization created by economic conditions, community expectations, and state and federal regulations. NNPS will advance the Academic Agenda by aligning current and future resources with the district's mission.

HIGHLIGHTS

• Our school community and citizens are fortunate to have such a competent and celebrated department of professionals to manage the daily financial operations of the school division. The adopted NNPS fiscal operating budget for fiscal year 2019 is $304,853,775.
• NNPS currently serves 26,996 students and employs a workforce of 4,271 employees. The school division currently maintains the operational condition of 69 schools, centers and office facilities.
• Beginning this school year, NNPS increased the number of schools and centers to 39 that provide a lunch at no cost to students. Breakfast is provided at no cost to all students at all NNPS schools.

OPPORTUNITIES

In my review of fiscal procedures, it has been apparent that NNPS is fortunate to have a highly efficient and skilled Budget Department. In looking forward, I believe that budget planning will continue to be enhanced through systemic data collection activities such as program evaluations, resource audits, staffing and compensation analysis. I am confident that NNPS will continue to develop a budget that best reflects the needs of children, staff and the overall goals of the division.

While the development of an operational budget is very important, the communication and support of a budget that reflects the needs of the school division both in the community and at the city level are extremely important. More frequent communication between school division and city leadership will be a high priority in future budget cycles. This will be accomplished through joint work sessions, regular meetings with the city manager and increased communication between School Board and City Council members. In doing so, we will make every effort to represent "One City" through our actions and leadership.

Of the sixty-nine schools and facilities that NNPS maintains, twenty-eight were built prior to 1970. A facilities assessment conducted by Moseley Architects in 2016 determined several schools which have been in operation for fifty or more years will require either major renovations or replacement. Additionally, the study concluded that a significant investment will be needed for facility maintenance on existing facilities.

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School and Student Safety

The safety of our students and staff continues to be a key priority in Newport News Public Schools. NNPS utilizes a variety of safety measures and youth development initiatives to encourage and promote safe and secure school climates.

Our children deserve a safe and nurturing learning environment.

HIGHLIGHTS

During my entry period, meetings were held with local law enforcement and school security staff to assess school division practices and procedures. Additionally, the Memorandum of Understanding for School Resource Officers, which outlines the roles and responsibilities of school resources officers, was reviewed prior to the start of school to ensure that this important partnership was supportive of a safe school environment.

NNPS is fortunate to have a school resource officer (SRO) in all middle and high schools. Additionally, NNPS employs 65 school security officers who support campus security at all schools.

All school administrators use proven physical security survey checklists to deter inappropriate activity. The on-going installation of state-of-the-art camera surveillance systems also aids in the deterrent of activities that interfere with teaching and learning. Schools also have electronic entry systems that allow visitors to be screened via voice and camera prior to entering the school building.

NNPS has implemented several initiatives that focus on improving student behavior and respect in schools. School-based programs such as Expect Respect and Positive Behavior Interventions and Supports (PBIS) teach students to advocate for their personal safety and the safety of others, and to practice good citizenship skills.

OPPORTUNITIES

During my entry period, it was reported that student behavior was considered a problem at some schools, these reports will be revisited and addressed to ensure that targeted interventions are implemented to improve student behavior and decision-making. To address student behavioral and mental health issues, I have also identified a need for additional Licensed Clinical Social Workers.

An assessment of the security staff indicated that additional security officers are needed at the elementary school level.

Our schools are also in need of a divisionwide visitor identification system that will assist with parent check-ins and visitor screenings.

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Equity and Opportunities

"[Equity is] Understanding who your kids are and how to meet their needs… You are still focused on outcomes; but the path to get them there may not be the same for each one." - Pedro Noguera

HIGHLIGHTS

NNPS is unique in that access to magnet and specialty programs is open to all students through an open lottery process. In addition, bus transportation to these programs is provided for all students.

Honors and Advanced Placement (AP) courses are open to all students. In fact, all high school students are encouraged to take at least one AP course to prepare for college. Additionally, NNPS pays for all Advanced Placement and International Baccalaureate tests, and PSAT testing for all 10th and 11th grade students.

NNPS students may also participate in the Early College program with Thomas Nelson Community College and the Community Captains program with Christopher Newport University.

To address the issue of food insecurity, 39 Newport News public schools offer free breakfast and lunch for all students through the USDA Community Eligibility Provision.

In order for NNPS to become a premier school division in the Commonwealth of Virginia, there are two realities that we must face as a school organization and community. The first reality is that all students are not the same. Treating students equally will only ensure that a percentage of students reach their maximum potential. Consequently, some students will under achieve due to a lack of additional academic support; while others will not reach their maximum potential due to having the capacity to accomplish so much more.

The second reality is that in NNPS, all schools are not the same. As schools are a reflection of the unique community in which they serve, so too are there differences in the needs of students who attend those schools.

OPPORTUNITIES

In terms of equity, it was determined that there are limitations in the allocation of resources to individual schools. While schools that receive additional funding though the federal Title I program are capable of providing additional instructional supports, most of these schools rely on level funding of support staff and other resources such as technology from the school division budget. The determination of resources beyond grants or Title I funding is consistent by level (elementary, middle and high) throughout the division. Consequently, in many instances, schools that need more support based on their unique population of students do not receive additional resources under the current system.

While there is a variety of teacher professional development opportunities and an emphasis on teacher selection, it was noted that there is a lack of consistent courses that support personalized instruction, differentiation, or responding to the needs of individual students. It will be important to build the capacity of all teachers to utilize the consistent and high yield instructional strategies that will impact a diverse group of learners.

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Appendix: Superintendent's Advisory Groups

During my entry planning process, I had the opportunity to meet with several advisory groups to guide my decision-making. I thank the members of these advisory groups for providing valuable feedback.