,In the Issue
Many I Have talked to are very dissatisfied with the performance of the current superintendent. We know that the next superintendent must be someone with a strong background and proven performance record in educating children (all children). Our current su- perintendent is well-versed in nance. Yes, this is what our board chose to lead our kids and schools over the past decade; a nance guy. This is perhaps where the notion that more money is the right answer to solve every educational problem comes into play. Maybe we should ask the districts in our country that spend less per pu- pil and yet outperform others. Or, we can ask those districts in places like New York that spend tens of thousands per pupil while performance still lacks. But, that’s another discussion for another time.
In the superintendent’s defense, I do not think the current superintendent deserves all of the blame for district perfor- mance. For instance, currently Tangipahoa has an abundance of “magnet” schools. However, there exists absolutely no blueprint or school magnet plan illustrating to the public exactly how each magnet program should look and sound by full implementation. Nor, is there a timeline with performance benchmarks so that the indi- vidual responsible for imple- menting magnet programs District-wide can progress- monitor implementation. What kind of organization does not have these simple processes in place? Ours.
What is the outcome of this? Well, for one, we have commu- nications magnet schools that have been in existence for over ve years without any real outlying educational experiences than those found in traditional schools. What is the blue print for the Medical Magnet at Amite? Is it just the state’s jumpstart CNA programs? Let’s get serious.
We have kids dropping out of the high school’s IB program because they were not properly prepared for the Diploma Pro- gramme in K-8. There has been no success in securing the ac- tual Middle Years Programme despite attempts having been made since 2012 or earlier. There’s no wonder our kids are having trouble in high school; they are missing the o cial IB Middle Years. Let’s not even talk about the academic per- formance of the district’s mag- net schools. Basically, most of them are in decline.
As for our high schools, a high school supervisor reportedly assigned e ective ratings to a high school administra- tor who was removed by the superintendent for basically being determined ine ective. How can such a discrepancy exist? Well, based on the lack of growth performance coupled with culture and climate issues that existed at this particular high school, the superinten- dent probably made the rightdecision. However, the individual who gave that particular school leader e ec- tive ratings should have also been repri- manded. The public must trust that indi- viduals are being held fairly accountable for how they perform with our children, and the ability to properly hold system leaders just as accountable as school lead- ers and teachers is a known weakness of the Tangipahoa Parish School System. This system has been known to place in- dividuals in district leadership roles who have not been proven to have been ef- fective leaders in schools based on, well, school performance. We must do better to win the public over.
Lastly, Tangipahoa Parish Schools contain a reform measure known to help raise student achievement called the Teacher Advancement Program (TAP). The program involves the hiring of mas- ter and mentor teachers in TAP schools as well as a district Master teacher who supports TAP schools. At one point, the system had as many as nine TAP schools. Now, it has only one. Again, who holds the individual responsible for supporting these TAP schools (District TAP executive TAP Master teacher), and why is this individual still serving in this role when the district only has one TAP school? Who pays for this? How did the one school in which this individual was responsible for perform this past year? It declined.
In conclusion, yes, the superinten- dent is ultimately responsible for district overall performance. However, the in- dividual responsible for district magnet programs, high school performance, and the individual responsible for the TAP should all be held accountable for the performance (or lack thereof) in these particular schools and programs overall. In addition, the board should request a copy of how the superintendent and/ r designee evaluated each and compare these evaluations with actual school/pro- gram performance. We do expect that, in the future, this superintendent as well as future superintendents do a better job at securing the most e ective individuals for these kinds of positions so that our entire district can be led in a more posi- tive direction, academically.
By Patricia Morris
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President Greater Tangipahoa Parish Branch NAACP