New Orleans Unified: A Vision and Strategy for Paul Vallas February 15, 2008

1. New Orleans Unified:A Vision and Strategy for Paul Vallas February 15, 2008 Team #12 Nicole Barry Dorn Melissa Hogg Cat Ng Justin Su

2. Executive Summary • Although progress has been made since Hurricane Katrina, the RSD is still confronting significant challenges • To ensure equitable access to a high-quality education for all children in New Orleans, the school system must move to a single, unified district model • Implementing a unified school system requires a comprehensive plan that draws on best practices in business integration and non-market strategy • Immediate next steps are necessary to address current barriers to student achievement, restore community confidence in the school system, and lay the groundwork for a successfully unified district 2

3. Objectives for Today • Critical Issues: Obtain agreement on critical issues facing New Orleans public schools • Structure: Recommend a long-term structure for New Orleans public schools that supports Superintendent Vallas’ vision and addresses critical issues • Implementation: Provide an implementation plan which supports the transition to the recommended structure and accounts for key stakeholder interests / roles • Immediate Next Steps: Propose immediate next steps which address critical issues and regain public confidence in New Orleans public schools 3

4. Our Approach • STEP 1: Understand current state of New Orleans public schools including reform vision and progress-to-date. Identify critical priority issues. • STEP 2: Start with a clean slate and develop a long-term structure for New Orleans public schools. • STEP 3: Develop implementation plan and immediate next steps, ensuring that all critical priority issues are addressed. 4

5. Strategic Plan Our Understanding Significant reform progress has been made in New Orleans but there is major work to be done in order to reach the desired state / vision. Current State Desired State / Vision • Significant progress has been made since Katrina with 78 schools opened • However, the district faces significant barriers to ensuring high-quality education for all students: • Disjointed structure with two disparate districts and lack of system-wide coordination • Confusion and distrust amongst community / parents • Failure to meet unique student needs and provide safe and effective learning environment • Superior learning environment and exceptional quality for all students • Diversified management system • Choice and accessibility • Responsiveness • Expanded opportunities and alternatives 5 Justin

6. Critical Issues We have identified six critical issues that impede with the vision of high student achievement in New Orleans. Develop a highly coordinated and collaborative system • Dual governing structure creates confusion and little collaboration • No central location for support and answers • Lack of internal and external communication of initiatives • Ensure financial stability • High debt from pre-Katrina mismanagement • Unclear and potentially unfair allocation of funding to schools • Provide safe and effective learning environments • Inconvenient bus routes in unsafe locations • Lack of warm and nutritious food • Not fully functioning campuses (e.g. 1 working bathroom) • Address unique student needs • Although required, some schools are unable to cater to special education students • Students not provided with sufficient mental, emotional and counseling support • Recruit and retain high quality principals, teachers and staff • Current RSD teacher population is inexperienced • Attrition rates of teachers are high • Principals not prepared for autonomy • Engage parent and community leaders through a transparent process • Parents confused about school choice • Community leaders not trusting of school board and are not vested in reforms 6

7. Current Structure The current operating structure hinders the system’s ability to provide every child in New Orleans with a high-quality education. BESE • Key Challenges • No single, local entity responsible for academic achievement in New Orleans • Duplicative district-level efforts by OPSB and RSD are costly and ineffective • Complex structure creates confusion for parents and community leaders • Centralized structures do not support innovation and flexibility at the school level • Traditional model provides little incentive to provide schools with high quality services OPSB NOPS RSD NOPS Superintendent RDS Superintendent Centralized Support & Decision Making Centralized Support & Decision Making Type 1 and 3 Charter Schools (n=12) OPSB-Operated Schools (n=5) Type 2 Charter Schools (n=2) Type 5 Charter Schools (n=17) RSD-Operated Schools (n=22) 3rd Party Vendor Support 7

8. Recommended Structure - Overview The long term goal for New Orleans is to achieve a single unified system where all schools have a high level of autonomy. BESE • The CEO reports to an appointed school board Board A = Academic Advisor O = Operational Advisor = School = Cluster New Orleans Unified Strategy Group CEO Central Office Functions (apply to all schools) • System-wide consistency around: • Accountability & Standards • External Communications &Community Relations • Internal Communications • IT / Data Management • District and schools supported by • Charter School Authorization • Facilities / Real Estate • Finance & Accounting • HR (Central Office Only) • Legal • Use tiered autonomy to transition to a system of full autonomy • Decision-making authority varies across tiers • School clusters provide a single point of contact and support for school leaders TIER 1: High Autonomy Schools TIER 2: Medium Autonomy Schools TIER 3: Low Autonomy Schools A A O O A A O O A A O O • Schools can choose to opt-in to shared services which are provided on a fee-for-service basis OR 3rd Party Vendor Central Office Shared Services (optional for all schools) • Accounting / bookkeeping • Nutrition • Recruitment • Professional Development • Security • Social services • Special education • Transportation 8

9. Recommended Structure The recommended NOU structure addresses critical issues by empowering parents and school leaders while also ensuring accountability and the availability of key resources. Develop a highly coordinated and collaborative system • Responsibilities of the central district office are clearly identified • Schools can choose to access necessary resources through shared services • Each principal has a single point of contact (cluster advisors) to provide help in academic achievement and operations • Ensure financial stability • Finance Office accountable for clear and fair funding allocation across all schools based on student needs • Engage parent and community leaders through a transparent process • Dedicated External Communication & Community Relations Office to provide regular and accurate information to and solicit feedback from parents and community • Address unique student needs • Accountability and Standards Office holds schools accountable for meeting unique student needs (i.e. special education, mental health) Central Office Autonomous Schools • Provide safe and effective learning environments • Accountability and Standards Office sets consistent safety standards across all schools • Principals can opt-in for assistance from Shared Services to contract for transportation, security, food services, etc… • Recruit and retain high quality principals, teachers and staff • Principals can opt-in to use District Shared Services to recruit and provide professional development services for staff • Providing choice will create market competition and encourage higher quality services Shared Services 9

10. Recommended Structure – Implementation Plan Achieving a unified system requires restructuring current functions and aligning school groups, integrating RSD and NOPS, and updating existing legislation. 10

11. Recommended Structure – Stakeholder Strategy The non-market / political strategy should focus on the stakeholders that have a high-level of influence and that have the most to gain or lose in moving to a unified system. 11

12. Recommended Structure – Stakeholder Strategy Converting “undecideds” to supporters will help neutralize the potential influence of opponents. High Influence OPSB Elected Officials BESE / State Supt. State Legislature RSD Level Staff RSD Parents and Students NOPS Parents & Students Community Leaders PRO CON Charter Operators / Providers PRO CON Undecided Low Influence 12

13. Recommended Structure – Stakeholder Strategy Utilize RSD level staff, parents and students to reach out to “undecideds,” such as community leaders and charter operators / providers. High Influence OPSB Elected Officials BESE / State Supt. State Legislature RSD Level Staff RSD Parents and Students NOPS Parents & Students Community Leaders PRO CON Charter Operators / Providers PRO CON Undecided Low Influence 13

14. Recommended Structure – Stakeholder Strategy Increasing the number of stakeholders on the pro side gives the legislature enough political cover to support a bill that creates a new unified school district. High Influence OPSB Elected Officials BESE / State Supt. State Legislature RSD Level Staff RSD Parents and Students NOPS Parents & Students Community Leaders Charter Operators / Providers PRO CON PRO CON Undecided Low Influence 14

15. Immediate Next Steps Specific actions in the short-term that directly address critical issues will provide the stability needed to access additional resources and will increase your political capital. OPSB BESE Parents Students Teachers Principles Community 15

16. Immediate Next Steps Specific actions in the short-term that directly address critical issues will provide the stability needed to access additional resources and will increase your political capital. OPSB BESE Parents Students Teachers Principles Community 16

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