Senate Education Committee January 26, 2011. The Need and Mission. State Superintendent of Education Paul Pastorek. RSD: The Need. The WHY In 2005, prior to Transfer of New Orleans Schools to RSD, 22 Percent of Schools SPS Below 40. 66 percent of schools SPS Below 60.
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January 26, 2011
State Superintendent of Education Paul Pastorek
Based on 2010 School Performance Score
What We’re Doing to Enrich District and School Capacity to Improve and Schools from Declining and Becoming AUS or Eligible for Takeover
Aligned Around Support – Not Compliance
Critical Goal Offices
Office of Innovation (Trailblazer Program)
Support for Academic Watch List Schools
Louisiana’s Department of Education is Actively Transforming into a Capacity-Building, Service-Delivery Entity
LDOE and RSD: Extending Intervention to Academic Watch Schools and Schools in Decline to Decrease Rate of Failure Before Schools Get to RSD.
Though there are 46 LEAs with Watch List schools, 6 LEAs contain over 50%.
The top 15 LEAs contain almost 75% of Watch List Schools.
About 60% of Watch List Schools Are Located in Trailblazer Districts.
Primary Objective: Transforming and Then Returning Chronically Low-Performing Schools to Local Control
RSD Manages a Portfolio of School Using 3 Models for Turnaround:
Option #1: Restart the School Via a Charter or Contract
Option #2: Direct-Run the School
Option #3: Close the School & Send Students to Higher Performing Option
Through RSD, Louisiana Employing Unique Approach to School Turnaround (National Model)
Developing and implementing comprehensive accountability systems that ensure all schools are held to the same high standards
Creating high-performing “best practice” schools, supported by data-driven, research-based models that address individual academic, behavioral or social needs.
Offering parents and guardians the freedom to select the RSD school of their choice, and guaranteeing that access to quality school programs is equitable and attainable.
Ensuring that RSD schools have autonomy over site-based budgeting and staffing; creating and maintaining alternative governance arrangements, such as Advisory Boards, Steering Committees or Board of Directors.
MODERN CLASSROOMS AND OUTSTANDING FACILITIES
Creating and maintaining safe, clean schools in which every child can be educated in a classroom that is modern and well-equipped for 21st Century learning.
Recovery School District Superintendent
What is the intent of the program and is it successful in its mission?How Do You Measure a School Intervention Program’s Value?
Ask Four Questions
What is the process for returning schools to local control and are improvements sustainable?
Is the program producing tangible benefits beyond it’s primary mission?
What is the Intent of the Program
and Is It Succeeding in Its Mission?
2007 to 2010 (RSD New Orleans Charters and Direct-Run Schools)
In the 2006-2007 school year, 544 of 1,081 eligible seniors graduated (50%). By the 2009-2010 school year, 1,139 of 1,319 eligible seniors (86%) received diplomas.
Is the Program Financially Efficient?
While RSD Most Improved School District in State and Reach Expanded to More Schools and Districts, Allocations from State General Fund to RSD Reduced by Nearly 30 Percent From Last Fiscal Year. RSD Has Decreased Reliance on State General Funds, While Tasked With Elevating the Academic Achievement of Students Enrolled in Chronically Low-Performing Schools and, in Many Cases Students Two, Three and Four Years Below Grade Level. Per Pupil Revenue Ranks 20th out of Louisiana’s 70 School Districts.
RSD General Costs $10,538
Is the Program Providing Lasting Benefits Beyond Its Primary Mission?
Director of Policy
What is the Process of Returning Schools and Are Improvements Sustainable?
Deputy Superintendent of Operations
2008 GCR Projection of Population for the 2016-2017 School Year
Number of Students Impacted
Maximum Building Capacity
Number of Projects
Type of Projects