Coatesville Area School District Superintendents 100 Day Entry

Coatesville Area School District Superintendent’s 100 -Day Entry Plan Tomás Hanna July 1, 2020

Superintendent's 100 Day Entry Plan Purpose: • Learn about the school district from the lens of a variety of stakeholders. • Learn about the issues, people, partners, and the community that support CASD and inform a path forward. • Share a COVID-19 status report on reopening CASD after the Stay at Home Order Objectives: • Build Relationships • Provide clarity of purpose and direction • Deliver a plan of action outlining a strategy for a path forward for CASD Structure: • Actions: Meet and Greets; Town Halls; School Visits; Home Visits; Surveys; Communications • Partners: Students; Families; Staff; Board of Directors; CBOs; Elected Officials; Businesses; Faith-based organizations; IHEs; Charter students/parents; • Timeline: July 1, 2020 – October 8, 2020 • Final report: No later than October 30, 2020 at the CASD State of Our Schools event 2

Short-term success 1. Build relationships 2. Communicate a path forward with clarity of purpose and direction 3

Goals and Actions Goal #1: Engage in a thorough on boarding process designed to develop critical relationships across CASD and fuel my development as a leader ü Build strong internal and external relationships by engaging CASD stakeholders e. g. , CATA, other CASD employee associations, leaders of CBOs, faith-based and non-profits. ü Design a strategy and plan to develop and sustain partnerships with CASD key stakeholders. Goal #2: Conduct a current state analysis of the CASD student experience focused on student achievement, school climate and culture ü Produce a timeline for the implementation of a standardized curriculum aligned to State Standards and grounded in the needs of our students. ü Design a strategy and plan outlining recommendations to improve school climate and culture in CASD Goal #3: Assess the state of financial health of CASD and the impact of students exiting CASD to attend charter schools ü Become familiar with and provide clarity about the state of finances in CASD ü Design a strategy and plan to reverse the exodus from CASD to Charters Schools 4

GOAL #1 Actions: Engage in a thorough on boarding process designed to develop critical internal and external relationships across CASD and fuel my development as a leader Superintendent’s Listening and Learning Tour (Internal): Timeline: Partners: Guiding questions: 1. Visit every school on an on-going basis to meet with students, principals, teachers and support staff. 2. Engage CASD Board of Directors (Virtual) 3. Create an internal transition team comprised of Interim Superintendent and CASD Leadership to discuss COVID-19 transition and potential related reductions, school opening; achievement; finances; and, student enrollment projections. 4. Establish a recurring meeting time with the Coatesville Area Teachers Association and other labor partners. (Virtual) 5. Consider surveying to solicit feedback on the interim efforts. July 2020 and on-going thereafter Students, families and school staffs; Board of Directors; CASD Senior Leadership; CATA and other labor partners • • • What is working that the new superintendent should continue? What changes should be put in place? What actions and behaviors do stakeholders expect from the new leader? 5

GOAL #1 b Actions: Timeline: Partners: Engage in a thorough on boarding process designed to develop critical internal and external relationships across CASD and fuel my development as a leader Superintendent’s Listening and Learning Tour (External) 1. Hold Virtual Town Halls by Region to meet with parents/care givers and other members of the community e. g. , faith-based, non-profits, institutions of higher education and business communities. 2. Conduct Virtual Living Room Chats by Region 3. Create a CASD Leadership Transition Team comprised of CASD Leadership and external stakeholders to discuss COVID-19 transition and potential related reductions, school opening; achievement; finances; and, student enrollment projections. 4. Establish relationships with Community Based Organizations and Non-Profits • The Bridge Academy and Community Center • Coatesville Community and Area Parents (C-CAP) • United Way of Chester County: Leadership Chester County • The Coatesville Area Youth Philanthropy Program • Coatesville Youth Initiative • Faith-based partners July 1 -30, 2020 Board of Directors; CASD Senior Leadership; CATA and other labor partners, members of the community e. g. , faith-based, non-profits, higher education, and the business community. 6

GOAL #2 Conduct a current state analysis of the CASD student experience focused on student achievement, school climate and culture Actions: Student Achievement: 1. Review student outcomes with CASD leadership, Board of Directors, and families. 2. CASD will engage in district-wide goal-setting to address gaps identified by the data, including supports to meet the needs of all students e. g. , ELLs, Students with Disabilities (SWD), and Gifted. 3. Explore strategies to ensure appropriate options and supports exist for (SWD), particularly for those no longer engaged in a Full Inclusion model. 4. Schools will engage in school-based goal-setting and planning guided by CASD leadership. 5. Produce a timeline for the implementation of a standardized curriculum aligned to State Standards and grounded in the needs of our students. 6. Prepare a textbook/materials adopt to align to the curriculum and a comprehensive development series so teachers can be prepared for its rollout. Partners: Timeline: CASD central and school-based leadership, CATA. To impact SY 21 -22, immediately and on-going. Questions to consider: • Are there existing strategies within CASD that show promise and might be scaled? • Are there innovative opportunities/partnerships e. g. , Downingtown STEM Academy, Brooklyn Technical HS (NYC), Science Leadership Academy MS and HS (PHL), and other similar schools and programs with whom we might partner? 7

GOAL #2 b Actions: Partners: Timeline: Conduct a current state analysis of the CASD student experience focused on student achievement, school climate and culture School Climate and Culture: 1. Review existing reports and/or previous audits e. g. , discipline referrals, suspensions, implementation of PBIS and/or Restorative Practices, including student and parent surveys. 2. School visits 3. Town Halls; Meet and Greets; Living Room Chats 4. Survey to solicit feedback on interim efforts and expectations moving forward Parents, students, teachers, CASD administrators, tech support, CBOs July 15, 2020 – August 15, 2020 Questions to consider: • How would you describe the safety levels or our buildings? • How do students engage with students; adults with adults; adults with students? • How clear and equitable are systems and structures e. g. , posted expectations for students, PD for staff, opportunities to provide input? 8

GOAL #3 Actions: Assess the state of financial health of CASD and the impact of students exiting CASD to attend charter schools Financial Health 1. Review 5 year projections with CASD leadership and Board of Directors. 2. Communicate regularly in a variety of mediums information related to the CASD budget and the steps being taken to address the anticipated deficits from SY 21 -22 through SY 24 -25. ($5. 8 M in SY 2122 requiring a 7. 5% tax increase to $29. 7 M in SY 24 -25 requiring a 38. 1% tax increase) 3. Prepare for potential COVID-19 reductions. 4. Town Halls and Meet and Greets, Living Room Chats Partners: CASD Leadership, Board of Directors, CATA, and CASD community. Timeline: Immediately and on-going. Questions to consider: • What cost savings strategies is CASD considering in the short and longterm to address this daunting financial scenario? • Is there any relief on the horizon from Federal or State agencies? • What grant opportunities exist for consideration? 9

GOAL #3 b Assess the state of financial health of CASD and the impact of students exiting CASD to attend charter schools Actions: Impact of Charter Schools 1. Review existing enrollment reports and parent surveys e. g. , exit interviews. 2. Engage parents/families and students to explore why they left or did not chose CASD 3. Partner with Charter Schools so we can learn from each other e. g. , school visits, joint PD. 4. Town Halls; Meet and Greets; Living Room Chats 5. Surveys on interim efforts and the Charter experience. Partners: Parents/Families who have children in both CASD and Charters; parents and students of Charter Schools, including those who left CASD; teachers and CASD administrators. Timeline: August 15 – 30, 2020 Questions to consider: • Why did you select your current school and what could CASD could learn from your experience? • Describe the culture and climate, including family engagement of your school. • Are there clear and equitable systems and structures for expectations e. g. , posted expectations. 10

Longer-term success 1. Improved student experiences 2. Improved student outcomes 3. Genuine interest in CASD 11

Q&A THANK YOU! 12