When I unveiled the APS Turnaround Strategy during the State of the District last October, I explained that because of the longstanding, multi-generational educational needs of our students and a looming, high-stakes potential takeover Opportunity School District, we did not have time to waste. I also expressed that we would move with deliberate speed in a way that would not always be popular or comfortable, but always essential or even critical.
We’ve been working on transforming APS for months: the Day One: Be There attendance campaign, our remediation and enrichment initiative for students affected by CRCT cheating, the launch of a college-access and scholarship partnership with Achieve Atlanta, and the establishment of a College and Career Academy with Atlanta Technical College to name a few. We have embraced a Charter System District model and cluster planning that will mean investments in signature programs for each cluster that creates pathways from kindergarten to graduation.
But we have to do more … because we are a district performing far below the potential of our kids.
Being only weeks into the implementation of our Turnaround Strategy (I invite you to go here to learn more about it), I already have much to report. In addition to the acceleration of the roll-out of social and emotional learning in schools, we have made progress in recruiting turnaround principals and teachers, and providing targeted professional learning for teachers. We are also launching high-impact tutoring in targeted schools immediately as well as a Spring Break Academy this April.
Last semester, we announced a Request for Qualifications (RFQ) to solicit interested and qualified education partners who can provide turnaround services, intervention, and supports to dramatically improve student achievement in the short and long term.
At the Feb. 1 meeting of the Atlanta Board of Education, we will present three potential education partners who emerged as finalists to support turnaround work. The Rensselaerville Institute’s School Turnaround program, a nonprofit leadership development initiative designed to assist principals to achieve rapid improvement at low-achieving schools, submitted a proposal to support schools and leaders across the district. The other partners are non-profit organizations with track records of strong student achievement and have submitted proposals to work with schools in the Carver Cluster.
Purpose Built Schools, an arm of Purpose Built Communities and a partner organization with Charles R. Drew Charter School, has proposed to operate Thomasville Heights and Slater elementary schools, Price Middle School and Carver High School. The Kindezi Schools, which runs two successful charter schools in Atlanta, has offered to operate Gideons Elementary School. While both organizations are current charter operators, APS, through this RFQ process, is only considering partnerships that would involve Kindezi and/or Purpose Built Schools serving neighborhood schools with traditional attendance boundaries, not charter schools.
We will spend the next five weeks exploring the big ideas proposed by these partners, and we will do so through community meetings and open houses.
But there are other changes that must occur in the near future and this involves the operating models of some schools in our district. Let me stress first: We do not take the matter of operating model changes lightly. Therefore, we conducted a thorough analysis that considered:
- Three years of College and Career Readiness Performance Index (CCRPI) scores for each school
- School enrollment under 500 students
- School usage of classroom space
- Renovation needs of schools
- Proximity, capacity and performance of nearby schools
We filtered all considerations through the guiding principles of our Turnaround Strategy. And as a result, I will recommend the following plan to the Atlanta Board of Education on Monday, Feb. 1, for action at its March 7 meeting:
- Merge Grove Park Intermediate with Woodson Primary in the Douglass Cluster
During the 2012 redistricting process, Woodson Primary School was created as a K-2 site, serving the same attendance zone as Grove Park Intermediate School, which has 3rd through 5th grades. Grove Park’s three-year CCRPI average is 46.5, the third lowest in the district, while Woodson’s 2014 CCRPI is 83.2. Both schools are significantly under-enrolled and need renovations. To ensure stronger alignment between the primary and intermediate program, the schools will consolidate on the Grove Park campus at the start of the 2016-17 school year.
I am pleased to announce that I plan to recommend Dr. Susan Crim McClendon, a veteran APS administrator with a strong track record of performance including her work at Woodson Primary, as the principal of the new merged school.
A proposed Special-Purpose Local-Option Sales Tax (SPLOST) could provide as much as $18.5 million for renovations at Grove Park. The vacated Woodson site will be considered for a possible early childhood center.
- Close Bethune Elementary and open a new innovative K-8 STEM academy at Kennedy Middle in the Washington Cluster
Ever since Kennedy Middle closed during a 2012 redistricting process, the community has asked APS to find ways to repurpose the building and leverage the asset as part of the community’s redevelopment efforts. We hope to use as much as $2 million from current SPLOST funds for facility improvements to the Kennedy building this summer and then – contingent upon SPLOST 2017 funding – another $10 million for a larger scale renovation. The community will be encouraged to participate in a planning process for the new academy including setting the vision for the school, identifying potential STEM partners and ultimately naming the new academy.
I will be recommending Dr. Diamond Jack as the new principal for this STEM school. She has built a strong foundation for STEM as principal of Venetian Hills Elementary and has experience as a middle school math and science teacher as well.
Reopening the school – under the guidance of a turnaround leader with STEM experience – will address Bethune’s three-year CCRPI average of 42.1, the second lowest in the district. Additionally, a new school – starting as a K-5 and adding a middle grade a year in subsequent years – would meet current academic needs and the anticipated growth of the Westside.
- Merge Connally Elementary with Venetian Hills Elementary in the Washington Cluster
For the new school year, students from both schools would attend classes at Connally, following building improvements this summer. Connally has the third lowest three-year CCRPI average (46.5) in the district; Venetian Hills’ 2014 CCRPI is 76.8. Both schools have very low enrollment numbers and require significant renovations.
I recently appointed Lincoln Woods, an APS veteran and southwest Atlanta native, as principal of Connally, and he has made great strides in rebuilding the culture of the school and building strong partnerships. I’m confident that he will continue his success in a merged school.
About $23.5 million in SPLOST 2017 has been budgeted for a full-scale Connally renovation to serve the merged student population. The Venetian Hills site is also being considered for an early childhood center.
We remain committed to including families, communities and staff in the operating model changes and the education partnership selection process, and we will implement this work in an open, transparent manner. We have scheduled a series of conversations with our stakeholders over the next several weeks to share more about the Turnaround Strategy, proposed school changes and education partners. You can learn more about those sessions here; and I encourage all of you to attend and participate.
Change is never easy. But we must do what is best for students and our mission to prepare each and every one of them for graduation and college/career.