Friday Memo to the Board Superintendent’s Highlights

For the Week of June 24-28, 2019

This week, we launched Seattle Super Readers! I want to give a huge thank you to Cashel Toner and her team, Carri Campbell and her team, and the 13 school teams who helped pull off this huge accomplishment!! Seattle students are so lucky to have this team working for them. Monday, 6/24, the team conducted second round interviews for the Chief Legal Counsel position. Tuesday, 6/25, I spent my morning at Emerson with K-3 students, passing out the Seattle Super Reader books. They were so excited that many of them had to stop and read their new books right away. Then I headed over to John Muir to celebrate the Amazon and First Washington’s Robotics partnership. Thank you to Amazon and First Washington for this partnership. Wednesday, 6/26, small cabinet members continued to work on the budget for the strategic plan. Thursday, 6/27, the last day of school! I met with SCPTSA to welcome their new Board and say thank you to the past Board. Thank you SCPTSA for your partnership and I look forward to next year under the leadership of Manuela Sly. Friday, 6/28, I held multiple 1:1 meetings with cabinet members before some of them head off for a well-deserved vacation. We also celebrated the wonderful career of Stephen Nielsen. I am going to miss that guy and look forward to staying in touch. I’m excited to celebrate my first Seattle Pride this weekend. I hope you can join me on the school bus in the parade!

Friday Memo to the Board Human Resources

Essential Information for the week of June 24 – June 28 Employee Assistance Program Transitioning to Washington State Department of Enterprise Services Our longtime Employee Assistance Program manager and counselor, Catherine Erickson, is retiring from the district at the end of June. Catherine built and maintained our EAP services for over 30 years, dedicated to serving our employees and their families. She he has helped several thousands of individuals through consultations, counseling, providing referrals and resources, mediating between staff, and responding to crisis and conflict in our schools. Last year alone, EAP assisted nearly 700 individuals and consulted on over 100 management consultations. We are in the process of transitioning to a new EAP offered through the State of Washington to continue to support our staff with this important service. Through the new EAP, licensed professionals are available to all staff and their immediate families to provide short-term counseling, referrals, and resources to help with any personal, work, or family-related problem. Supervisors, managers, and principals will continue to be supported through management consultations with the new EAP. The state program takes effect July 1, 2019. Contact information will be available on the EAP and HR webpages as well as in Outlook; the new toll-free phone number for EAP is 1-877 313-4455. I want to wish Catherine the very best on her new adventure and thank her for all her hard work and dedication to our employees. She is truly irreplaceable.

Friday Memo to the Board Technology Services

Essential Information for the week of June 24 – June 28 K-12 Student Device Refresh Underway The purchase of technology to support teaching and learning and equitable access is underway. Prior to devices being deployed, schools will need to develop a readiness plan for technology management and teacher and student readiness. The Digital Learning team is developing training materials to aid in the planning which will be provided prior to start of school. Learn more about the deployment schedule and device allocation by school by visiting the Student Computer Refresh Project. District Leadership Supports Schools through Dynamic Learning Project The Dynamic Learning Project supports schools in creating a sustained culture of educational success through powerful strategies and tools tailored towards improving student outcomes that are both continuable and measurable. This year, Digital Learning Coaches will be assigned to participating schools to ensure Principals are supported and provided the appropriate instruction needed to fully leverage what they learn at their individual sites. Participating schools include Rainier Beach, Garfield, Mercer, Seattle World School, and Chief Sealth. Summer Reading On Monday June 23, I visited Bailey Gatzert alongside Chief Academic Officer Diane DeBacker to help send off students for Summer vacation with books. The Seattle Reads initiative brought happiness to all students involved.

Friday Memo to the Board Teaching and Learning Division

Essential Information for the week of June 24-28, 2019

CURRICULUM, ASSESSMENT AND INSTRUCTION WCAS at Stevens Elementary On June 12, the Assessment team of the Curriculum, Assessment and Instruction (CAI) Department was informed that Stevens Elementary neglected to administer the state summative science assessment, WCAS, to their 5th grade students during the state mandated testing window. While there was an extension provided by OSPI for the Smarter Balanced Summative (SBA) due to the snow days, no such extension was provided for WCAS. The extension for SBA and testing window for WCAS was communicated in the department’s weekly correspondence with assessment coordinators throughout the state testing windows. The principal’s initial investigation discovered that the assessment coordinator thought that Stevens had till the 14th to complete test administration, when the actual deadline was the 4th. As a result of this oversight, the 67 fifth grade students at Stevens will not receive a score for the WCAS. For reporting purposes, these scores will count as non-participant zeros. CAI, Public Affairs and the principal developed a communication to the parent community. The Assessment Manager, Audrey Roach, communicated with OSPI.

Friday Memo to the Board Capital Projects

Responses to Questions from Board

What is the status of the Asa Mercer land swap? • Per Chip Nevins, Strategic Advisor, Acquisition Programs at Seattle Parks and

Recreation, the Parks department is not interested in a land swap with Seattle Public Schools (SPS) for the Asa Mercer Middle School property.

• Mr. Nevins advised Richard Best, Director of Capital Projects and Planning at SPS, that Seattle Parks and Recreation Superintendent Jesús Aguirre had been consulted about the potential swap and that Mr. Aguirre declined to pursue it.

• Mr. Nevins explained the Parks department’s position with three reasons. First, they recently upgraded the field in question. Second, accepting the Asa Mercer property would separate the Parks’ facilities. Third, the new field would be along a busier road.

Friday Memo to the Board

Student Support Services - Week of June 17-21

Responses to Questions from Board Homeroom Usage by School

• Per a request from the 6/25 Work Session on the 18-19 District SMART Goals Annual Evaluation, we are providing counts of Homeroom sessions by school location here: HomeroomSessions6.26.19.xlsx

2018-19 Schools of Promise • Per a request from the 6/25 Work Session on the 18-19 District SMART Goals

Annual Evaluation, below is the list of 2018-19 Schools of Promise:

School Name Type School Name Type Arbor Heights Elementary ESSA Martin Luther King Jr Elementary ESSA Concord Elementary McClure Middle Denny Intl. Middle Meany Middle Dunlap Elementary ESSA Northgate Elementary Emerson Elementary ESSA Orca K-8 ESSA Highland Park Elementary ESSA Sand Point Elementary ESSA Jane Addams Middle ESSA South Shore PK-8 John Muir Elementary ESSA Stevens Elementary ESSA Leschi Elementary ESSA Van Asselt Elementary ESSA Licton Springs K-8 ESSA Viewlands Elementary ESSA Louisa Boren STEM K-8 ESSA Washington Middle ESSA Lowell Elementary ESSA West Seattle Elementary ESSA Madrona Elementary Martin Luther King Jr Elementary ESSA

*ESSA stands for Every Student Succeeds Act which is a law that passed in 2015 and replaced No Child Left Behind. The purpose of ESSA is to ensure public schools are held accountable to providing a quality education for every student. Washington state is required to identify schools that are underperforming and establish a plan to address the area(s) of concern.

Friday Memo to the Board Office of Public Affairs

Essential Information for the week of 6/22/19 – 6/28/19 Goal 1: Positive & Strategic Storytelling

• Seattle Super Readers Select Books for Summer Reading https://www.seattleschools.org/district/calendars/news/what_s_new/super_readers_select_books

• Seattle Students are Super Readers https://www.seattleschools.org/district/calendars/news/what_s_new/seattle_super_readers

• South Lake Digital Recording Arts Program Celebrates Student Creatives https://www.seattleschools.org/district/calendars/news/what_s_new/south_lake_digital_recording_arts_program

• Addressing Equitable Access to Technology https://www.seattleschools.org/district/calendars/news/what_s_new/addressing_equitable_access_to_technology

• School Board to Vote on Since Time Immemorial Adoption https://www.seattleschools.org/district/calendars/news/what_s_new/since_time_immemorial_adoption

Goal 1: Media Relations • 6/26/19, KNKX, “Seattle School Board to consider new districtwide dress code policy” • https://www.knkx.org/post/seattle-school-board-consider-new-districtwide-dress-code-policy • 6/25/19, GeekWire, “Amazon teams with Seattle schools to inspire underserved students to pursue

STEM and robotics” (NOTE: the SPS/Amazon partnership generated multiple positive local stories.) https://www.geekwire.com/2019/amazon-teams-seattle-schools-inspire-underserved-students-pursue-stem-robotics/

• 6/25/19, KCPQ – coverage of Seattle Super Readers at Emerson Elementary School (NOTE: video unavailable)

• 6/21/19, Crosscut, “Central district could be home to new STEM school. Is the community ready?” • https://crosscut.com/2019/06/central-district-could-be-home-new-stem-school-community-ready • 6/21/19, KIRO 7, “West Seattle High School basketball coach charged with sexting student-athlete” • https://www.kiro7.com/news/local/west-seattle-high-school-basketball-coach-charged-for-sexting-

student-athlete/959951294 • 6/27/19, KUOW, “Denise Juneau, Seattle’s new schools chief, reflects on her first year”

https://www.kuow.org/stories/denise-juneau-seattle-s-new-schools-chief-reflects-on-her-first-year Goal 2&3: District Messaging – Outbound Communications, Customer Service

• The work supporting Seattle Super Readers, the official reading campaign aligned to the Strategic Plan 3rd Grade Reading Goal continues this week. At select schools, in addition to 10 books in individual bookbags, each student took home flyers, reading journals, and stickers. District-wide, bookmarks were distributed to all K-3 students, and flyers with additional resources were distributed to all K-5 students. Additional bookmarks and fliers will be placed in the board office mailbox. Please share this with your community, and let’s get reading, Seattle Super Readers!

• Launch of the Seattle Super Readers website, containing resources for families. • Social media push of ongoing Seattle Super Readers coverage (will pay for a boost to reach more

audiences) • Translated phone call to all K-3 families in the 13 priority schools was sent on Wednesday and

highlights resources and book recommendations

Friday Memo to the Board

Moss Adams Review of SPS Teaching and Learning Implementation updates

The Moss Adams efficiency report can be found here: https://www.seattleschools.org/UserFiles/Servers/Server_543/File/District/Departments/Superintendent/Moss_study_aug2018_Teaching_Learning_EfficiencyStudy.pdf

The District has prepared a plan to guide implementation of the recommendations provided in the T&L Efficiency Study. The implementation plan includes: Suggested priority (high, medium, or low)

Level of effort required to implement (high, medium, or low)

Responsible departments

Suggested timing

Whether the work can be performed internally or using external resources

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1 Adopt a policy governance model, focusing the Board on policy and strategy with delegation of operations and monitoring to staff, and reassess communications protocols.

High Moderate Board members Internal

Update:

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2 Develop a long-range, high-level, outcome-based District-wide strategic plan and supporting department plans to focus District efforts and provide the basis for decision-making.

High High Board members and Superintendent

Internal or External

Update: SPS Five Year Strategic Plan adopted by board March 27, 2019 X Plan driven by community

engagement, listening tours,

stakeholder advisors, board,

and staff

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3 Establish a consistent outcome-based performance reporting framework to keep the Board and community informed on progress toward goals.

High High Board members and Superintendent

Internal

Update: Process underway with Strategic Plan next steps including implementation and communication plans, and development of Key Performance indicators

X Superintendent, Small Cabinet

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4 Develop an organization-wide prioritization and decision-making framework centered around the District’s strategic goals.

High Moderate Board members and Superintendent

Internal

Update: Following recommendation three components, the strategic plan will be used to reflect and prioritize decision making

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6 Dedicate adequate resources to implement and maintain new programs and initiatives to help ensure changes are fully adopted.

High Moderate Board members Internal

Update: Continued implementation of MTSS including common assessments, data dashboards, coaching

X Internal – Student Support

Services in

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5 Take measures to break down operating silos by leveraging cross-departmental collaboration, establishing clear and aligned collaboration strategies, and cascading messaging.

High Moderate Board members, Superintendent, and

small cabinet

Internal

Update: Modernize collaboration platform in Microsoft Office and train users. x x x x x Dots

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Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Adequately prioritize and resource IT projects partnership with

DoTS, CAI, REA, ED team, School

Leaders and building MTSS

teams

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T I E R 1 : E N T E R P R I S E S O L U T I O N S

7 Establish a budget policy related to central office spending levels and baseline funding.

Medium Moderate Board members Internal

Update: Create project budgets to be board approved. Streamline purchasing process

X X X CFO

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T I E R 2 : S T R A T E G I C S O L U T I O N S

8 Assess T&L’s organization structure for alignment with goals and objective. Establish guidelines for supervisory positions including reporting ranges for functions and people. Establish appropriate organizational hierarchies to enable effective management.

High High Superintendent and T&L Assistant

Superintendent

Internal

Update: A reorganization of the T&L division took place in October-December 2018. The positions of Assistant Superintendent, Chief of Curriculum & Instruction, and Chief of Schools were changed to reflect a “flatter” organizational structure. The Assistant Superintendent left SPS and a new Chief Academic Officer was hired in January 2019. The positions of Chief of Curriculum & Instruction and Chief of Schools were renamed to Executive Directors of the respective teams. The Research & Evaluation team was moved to the division, as was the School Operations team.

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T I E R 2 : S T R A T E G I C S O L U T I O N S

9 Establish a shared services team to support T&L management positions and enable productive use of manager resources.

High Moderate Superintendent, small cabinet, HR

Internal

Update: Creating Shared Services model to support T&L (and Finance & HR) to support tech projects.

x DoTS

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10 Conduct program reviews, including scenario analysis, to plan for future service delivery and funding options.

Medium Moderate Superintendent, small cabinet

Internal

Update: Use strategic plan and decision priorities to determine programs needing reviews

X Internal

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T I E R 2 : S T R A T E G I C S O L U T I O N S

11 To further advance MTSS, elevate MTSS leadership and consolidate supporting functions together under a comprehensive support program.

Medium Moderate T&L Assistant Superintendent, Chief of Student Supports

Internal

Update: Continued development and refinement of MTSS tools and resources

Departments within T&L have partnered to provide tiered supports to schools in alignment with ESSA

The Chief Academic Officer and the Chief of Student Supports have collaborated on two retreats that brought together individuals from both divisions to review progress of the 25 Schools or Promise.

Integrate a common technology platform to support MTSS

X Internal:

Student Support Services, CAI,

Grants

DoTS

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12 Develop a long-term workforce plan for T&L, including an ongoing emphasis on streamlining the hiring process and staff development opportunities.

Medium Moderate T&L Assistant Superintendent, T&L

Chiefs, HR

Internal

Update: Streamline HR systems and implement Business Process Automation x

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13 Invest in adequate professional development to ensure staff are equipped, help reduce turnover, and increase morale.

Medium Moderate Superintendent, T&L Assistant

Superintendent, T&L Chiefs, HR

Superintendent, Equity Partnerships and

Engagement

Internal and External

Update: Analysis is underway of all department PD offerings to identify areas for improved efficiency and effectiveness

Members of the small cabinet, their administrative assistants, and selected members of T&L will be provided professional development in the Kolbe Wisdom in May and June 2019.

Implement a new professional development system. Fund Certificated PD with 4 paid days.

Board, Extended cabinet, Educators, staff at all levels have participated in various forms of racial equity training. This is designed and facilitated by the Dept. of Racial Equity Advancement

X x HR PD Manager and T&L

Equity Partnerships and Engagement and

DREA

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14 Formalize the processes related to senior and executive-level position hiring and compensation setting as a Superintendent procedure, and acquire education-sector specific compensation data to support data-driven decisions.

Medium Low HR Internal and External

Update: The HR’s Classification and Compensation department utilizes market surveys to determine salaries for all non-represented positions. This includes education sector specific compensation. A Superintendent Procedure has not been drafted.

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15 Implement processes to ensure performance evaluations are beneficial for the District and employees, including integrating the review process with a growth and development plan and continuing efforts to streamline the evaluation process.

Medium Moderate Superintendent, T&L Assistant

Superintendent, T&L Chiefs, HR

Internal

Update: The Cabinet level performance evaluation forms were streamlined to match all of the other non-represented performance evaluation forms. All of Cabinet was trained in how to set goals with direct reports and monitor growth. This presentation was developed so that all managers would follow the same processes.

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16

Revise meeting practices to ensure meetings are productive, meaningful, and relevant.

High Low Superintendent, T&L Assistant

Superintendent, T&L Chiefs, Executive

Directors, Managers

Superintendent, Equity Partnerships and

Engagement

Internal

Update: The new Chief Academic Officer has changed the schedule and format of the meetings with senior leaders of T&L to have all meet at one time with the intention of working as a team rather than in silos.

Extended Cabinet time has been dedicated to meaningful learning about institutionalizing racial equity and creating welcoming environments.

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17 Establish a central office intake capability to record, track, and manage customer service requests and corresponding information, and consider leveraging a shared services team within T&L to manage customer communications.

Medium Moderate Superintendent, T&L Assistant

Superintendent

Internal

Update: Piloting Let’s Talk for Customer Service and Superintendent inboxes. Trained a departmental lead on use of new technology solution including Teaching and Learning and Directors of Schools. Solution creates a record of inquiry, response rate, closure of communication and ability to assign questions, comments, and complaints to the right business owner. Also provides reports to support changed customer service practice. Pilot runs through August 31, 2019 with possibility of extending based on internal and external feedback.

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18 Reestablish a streamlined PMO to strengthen and support assigned project managers across the District.

High Moderate Superintendent, HR Internal

Update: Retained one FTE in 2019-20 budget X

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19 Better utilize data to more efficiently and effectively deliver T&L’s core mission.

Medium Moderate Superintendent, T&L Assistant

Superintendent, T&L Chiefs, Executive

Directors, Managers

Internal

Update: Delivery of Atlas Dashboards and Homeroom to drive strategic and tactical decisions

The Research & Evaluation team was moved to T&L in the reorganization that took place in October-December 2018.

X Student Support Services and

DoTS

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20 Further expand the District’s document management program to implement available system capabilities.

Medium Low Superintendent, DOTS Internal

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Update: Train on standard use Microsoft Teams, SharePoint, and Office 365. Expand on copy machine capabilities to move to digital. Complete RFP for Business Process Management platform (BPM) to update/replace OpenText

X

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21 Document policies and procedures for key roles and functions throughout the T&L Department.

High High Superintendent, T&L Assistant

Superintendent, T&L Chiefs, Executive

Directors, Managers, HR

Internal

Update: Updated policies 2022, 2023, 2024, 3231, 3540,

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22 Relocate the professional development program management function to the District’s HR Department and ensure it is aligned, sustainable, and adequately supported with authority, staff, and systems.

Medium Low T&L Assistant Superintendent, HR

Internal

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Update: The Professional Development program management function was relocated to the Professional Growth and Educator Support team in HR. The efforts to align systems is underway.

New PD system on roadmap for 2021

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23 Review and optimize the scope of the T&L Operations group, with a focus on continuous improvement.

Medium Moderate T&L Assistant Superintendent,

Director of Operations

Internal

Update: Piloting a department-based continuous improvement process. Special Education complete; initiating Early Learning

The School Operations team was moved to T&L in the reorganization that took place in October-December 2018.

X Special Education, Early Learning, DoTS

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T I E R 3 : T A C T I C A L S O L U T I O N S

24 Increase the level of support provided to the Ombudsperson function including systems and processes, and consider moving the function under the District’s Legal Department.

High Moderate T&L Assistant Superintendent, Legal

Internal

Update: As part of cabinet level reorganization, the Ombudsperson has been moved into public affairs and scope expanded to include Customer Service. Initial work for 2018-19 includes launch of a customer service technology solution (Let’s

# R E C O M M E N D A T I O N P R I O R I T Y E F F O R T L E V E L

R E S P O N S I B I L I T Y C Y 2 0 1 9 - 2 0 C Y 2 0 2 0 - 2 1 R E S O U R C E

Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 Talk), creation of district customer service standards. The Ombuds in now one of three managers in Public Affairs with increased support and oversight.

# R E C O M M E N D A T I O N P R I O R I T Y E F F O R T

L E V E L R E S P O N S I B I L I T Y C Y 2 0 1 9 - 2 0 C Y 2 0 2 0 - 2 1 R E S O U R C E

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T I E R 3 : T A C T I C A L S O L U T I O N S

25 Establish a centralized regulatory compliance function for the District.

High Moderate Superintendent, small cabinet

Internal

Update: Grants Office aligned with budget and compliance. Coordination of federal and state program reviews with district proprieties and correct use of resources.

# R E C O M M E N D A T I O N P R I O R I T Y E F F O R T

L E V E L R E S P O N S I B I L I T Y C Y 2 0 1 9 - 2 0 C Y 2 0 2 0 - 2 1 R E S O U R C E

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T I E R 3 : T A C T I C A L S O L U T I O N S

26 Move the T&L Grants group to the Finance Department and broaden its role to include more oversight responsibilities.

Medium Low T&L Assistant Superintendent, Chief

of Curriculum & Instruction, Finance

Internal

Update: Completed Spring of 2019

# R E C O M M E N D A T I O N P R I O R I T Y E F F O R T

L E V E L R E S P O N S I B I L I T Y C Y 2 0 1 9 - 2 0 C Y 2 0 2 0 - 2 1 R E S O U R C E

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T I E R 3 : T A C T I C A L S O L U T I O N S

27 Develop a curriculum management plan to provide structure and ensure quality control of designed, selected, and implemented curriculum including internal

High Moderate T&L Assistant Superintendent, Chief

of Curriculum & Instruction

Internal

# R E C O M M E N D A T I O N P R I O R I T Y E F F O R T L E V E L

R E S P O N S I B I L I T Y C Y 2 0 1 9 - 2 0 C Y 2 0 2 0 - 2 1 R E S O U R C E

Q 1 Q 2 Q 3 Q 4 Q 1 Q 2 Q 3 Q 4 consistency and required resources.

Update: Overall design addressed through C and I Committee and managed by CAO. Passage of science curriculum accomplished June 2019.

# R E C O M M E N D A T I O N P R I O R I T Y E F F O R T

L E V E L R E S P O N S I B I L I T Y C Y 2 0 1 9 - 2 0 C Y 2 0 2 0 - 2 1 R E S O U R C E

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T I E R 3 : T A C T I C A L S O L U T I O N S

28 Continue expanding the focus of the Advanced Learning Program from assessment to program delivery by providing professional development and corresponding materials to support learning opportunities for highly capable students.

High Moderate T&L Assistant Superintendent, Chief of Student Supports

Internal

Update: The Advanced Learning Department has moved into an improved model of supporting the learning and development of staff at school sites. We have provided targeted support to schools, especially the HC pathway sites, on elements like access, honors, multiple assessments to drive instructional decisions and twice exceptional. The Advanced Learning Task Force is a year into a 18 month process of providing recommended revisions to services and supports for educating students who demonstrate a need for advancement, enrichment and instruction that matches their learning modality.