Superintendent 100 Day
Entry Plan
Embedded Files
Anita D. Champagne, Ed.D
“Look below the surface and identify the hidden and unarticulated needs that others cannot see, and create a bond with those you are trying to serve.”
-Mohandas Gandhi
Members of the Board of Education
Members of the Board of Education
Ms. Barbara Dawson
President
Mr. John P. Hyland
Vice President
Ms. Hanna Roth Starr
Board Member
Mr. John Paul Velez
Board Member
Dr. Nancy Gartenberg
Morris County Executive Superintendent of Schools
Mission Statement
Mission Statement
The mission of the Morris County Vocational School District is to provide vocational and enrichment programs that inspire and prepare students to succeed in today’s world and pursue tomorrow’s opportunities.
The mission of the Morris County Vocational School District is to provide vocational and enrichment programs that inspire and prepare students to succeed in today’s world and pursue tomorrow’s opportunities.
LETTER FROM THE SUPERINTENDENT
Greetings Morris County Vocational School District Community & Families,
I am truly honored to serve as your Superintendent of Schools and grateful to the Morris County Vocational School District for entrusting me with this incredible responsibility. Being selected for this important role is both a privilege and a commitment I take to heart. I approach this opportunity with full dedication and confidence, determined to lead with integrity and excellence in every aspect of my work.
A key priority of mine is to build on the strong foundation laid by my predecessor while exploring new avenues to inspire and prepare our students for success in today’s world and the opportunities of tomorrow. The Morris County Vocational School District has a clear mission to provide vocational and enrichment programs that not only equip students with essential skills but also inspire them to pursue meaningful career opportunities. Career and technical education (CTE) plays a pivotal role in this mission, ensuring that our students are well-prepared to meet the demands of a rapidly evolving workforce. We will continue to enhance our CTE offerings, providing cutting-edge programs and pathways that foster both personal and professional growth for our students.
To begin this important work, I will implement a 100-Day Entry Plan. This plan will offer me the opportunity to listen, learn, and engage with students, parents, staff, community members, stakeholders, and Board members during my first months in the role. The wealth of knowledge and potential within this district is tremendous, and I am eager to tap into these resources as we work together to shape the future of our district. My goal is to foster a culture of collaboration, transparency, and trust, ensuring that everyone’s voice is heard.
The transition of leadership is an opportunity for continued growth within any school district. Through a thoughtful and comprehensive entry plan, I am committed to building on the strong momentum of the Morris County Vocational School District. My focus remains on fostering the academic and career success of our students, ensuring that we expand opportunities for them to develop specialized technical skills, engage in real-world experiences, and prepare for a future where they can thrive. Every decision will be made with the goal of maintaining organizational effectiveness and supporting the ongoing success of our students.
The Morris County Vocational School District has already established an outstanding foundation of success, particularly within our career and technical education programs. I am deeply committed to building on this success, ensuring that all students are given the opportunity to reach their full potential. By gathering insights from all stakeholders in the initial months, I will ensure that our district continues to innovate and expand, enhancing opportunities for every student and strengthening the impact of our CTE programs. I will provide regular updates to the Board, district, and community stakeholders to keep everyone informed and aligned as we move forward with our initiatives.
Thank you again for the opportunity to serve as your Superintendent of Schools. Together, we will continue to ensure that our schools are safe, dynamic, and inspiring spaces where all students receive a high-quality education that prepares them for future success. I look forward to leading the students, faculty, staff, and community of the Morris County Vocational Schools.
Educationally Yours,
Dr. Anita D. Champagne.
"If everyone is moving forward together, then success takes care of itself." – Henry Ford
PURPOSE
PURPOSE
The purpose of this 100-Day Entry Plan is to guide my transition into the role of Superintendent while energizing the community and creating momentum for a strong, sustainable educational framework. A key priority is ensuring the academic, social, and emotional success of our students, with a particular focus on expanding and enhancing our career and technical education (CTE) programs. These programs are essential in preparing students for both college and career success. I share the Board’s sense of commitment and will collaborate closely with the entire Morris County Vocational School District community to strengthen our collective focus on student achievement. During my first 100 days, I will listen, learn, and engage with stakeholders, while laying the groundwork for a strategic plan that strengthens our CTE offerings and addresses both immediate and long-term goals.
The activities will be designed to assist in:
Gaining a comprehensive understanding of the district’s current state, including its strengths, challenges, and community needs.
Identifying key priorities for the district, with a particular focus on expanding and enhancing Career and Technical Education (CTE) programs.
Evaluating the district’s existing CTE offerings to assess alignment with workforce demands and student success, while also identifying opportunities for growth and innovation.
Building on existing strengths in academic, social, and emotional support, while addressing any immediate challenges or areas for improvement.
Establishing a strong presence within the district and the broader community to foster collaboration and engagement.
Creating a robust network of contacts and resources to support the district’s mission of providing equitable, high-quality education and ensuring that every student is prepared for college and career success.
The goals, objectives, and activities outlined in this 100-Day Entry Plan are not arranged in any particular order of priority. Meetings and sessions will be scheduled based on availability, logistical considerations, and other factors. While this is an 100-day entry plan several action steps will be ongoing throughout the first year. The listening and learning process will cover multiple areas concurrently, with potential overlap. Activities will be initiated and prioritized according to the insights and information gathered during this process.
GOAL: To ensure an efficient and effective transition of leadership for the Morris County Vocational School District, the following goals will be addressed through this entry plan.
GOAL: To ensure an efficient and effective transition of leadership for the Morris County Vocational School District, the following goals will be addressed through this entry plan.
Collaborative Governance: Trust, transparency, and collaboration will be our mode of operating to ensure effective and positive Board/Superintendent relations.
Teaching and Learning: Increase student exposure to innovative vocational and enrichment programs and close the achievement gaps for ALL students.
Organizational Efficiency and Effectiveness: Provide excellent support and services to schools, students, staff, parents, and the larger community.
Community Connections and Public Relations: Establish trust and confidence by creating opportunities to listen and learn from all stakeholders - including students, parents, staff, and the larger community.
Finance, Operations, and Facilities: Maintain fiscal and operational discipline while ensuring that the district’s financial standing is strong.
Goal 1: Collaborative Governance: Trust, transparency, and collaboration will be our mode of operating to ensure effective and positive Board/Superintendent relations.
OBJECTIVES:
Establish the Board and Superintendent as a cohesive leadership team focused on improving the achievement of all students.
Establish the Board and Superintendent as a cohesive leadership team committed to effective and efficient organizational functions.
Establish effective school system governance through a productive and collaborative relationship between the Board and Superintendent.
Develop and implement appropriate communication protocols between the Board and Superintendent.
ACTION STEPS
Present the 100-Day Entry Plan to the Board Members for feedback, suggestions, and guidance. Create introductory letters to internal and external stakeholders and produce a video message.
______________
Superintendent & Communication Designee
2. Conduct one-on-one meetings with individual BOE Members to cultivate a working relationship, understand individual views and desires for the District, and learn their ‘why.’ Seek names/contacts of community leaders and partners for perspectives and deeper engagement of the board and commissioners.
______________
Superintendent & BOE Members
3. Establish a meeting schedule to get to know the community via Town Hall meetings (in person and virtual).
______________
Superintendent, Assistant Superintendent, & School Principals
4. Create a Superintendent’s Data Collection Committee to help collect, review, & organize quantitative and qualitative data received during the 100-Day plan, and work with Superintendent of Schools on development of strategic plan and goals
______________
Superintendent, Board Members
Students, Parents, Administrators, Staff, and Community Members.
5. Engage in school visits/tours
______________
Superintendent, BOE Members, & District/School Leaders
6. Work with Board Members to establish a process to review existing Board policies to determine alignment with goals and objectives and current State regulations.
______________
Superintendent, Board Members & Board Attorney
7. Craft a welcome back to school message (video and letter)
______________
Superintendent & Communication Designee
8. Hold BOE retreat and/or working session to discuss issues, matters of governance, core values and beliefs, communication protocols, roles, responsibilities, norms, expectations, goal/agenda setting, types and amount of information needed, and through what channels to help the BOE make quality governance decisions, regular professional development training for the BOE and Superintendent. Determine the schedule and proposed agendas for meetings with the BOE;
______________
Board Members & Superintendent
Goal 2: Teaching and Learning: Increase student exposure to innovative vocational and enrichment programs and close the achievement gaps for ALL students.
OBJECTIVES:
Analyze student achievement data and review any gaps in order to determine an appropriate course of action for moving forward.
Review the systems necessary in Teaching and Learning that provide for an increase in student achievement and examine program rigor including but not limited to advanced placement courses.
Evaluate the existing CTE offerings to assess alignment with workforce demands and student success.
Assess the district’s expectations for all students’ academic success and meet the needs of all students.
Address students’ social and emotional needs to maximize students’ academic achievement.
ACTION STEPS
Review student data for all student populations (Academic Achievement, Demographic groups, College and Career Readiness, Attendance Rate, Absentee Rate, and Graduation Rate).
______________
Superintendent, Executive Leadership Team, Curriculum & Instruction
2. Review District curriculum, instruction, and assessments for high expectations, alignment to standards, and appropriate instructional modifications for students who are not achieving; Multi-Language Learners; and students with disabilities.
______________
Superintendent and Assistant Superintendent
3. Conduct an inventory of academic programs, materials, and curricula to begin the process of determining the impact on academic results and fiscal responsibility
______________
Superintendent and Assistant Superintendent
4. Review and analyze the District’s monitoring and evaluation systems for assessing effectiveness and accountability in terms of achievement for each program based on student progress.
______________
Superintendent, Assistant Superintendent and School-based Leadership Team
5. Meet with the Leadership Team, Principals, Teachers, and support staff to discuss and determine the level of central office support needed to ensure continuous improvement at each school.
______________
Superintendent, School Leadership
Principals, Teachers and support staff
6. Meet with students to listen and learn their viewpoint on access to academic rigor and culturally responsive
instruction in their schools and in the district as a whole
______________
Superintendent, Building Administration, Student Council, Focus Groups & Parents
Goal 3: Organizational Efficiency and Effectiveness: Provide excellent support and services to schools, students, staff, parents, and the larger community.
OBJECTIVES:
Examine the District’s current professional learning opportunities and professional development offerings for all staff.
Maximize resources to focus on the development of leadership capacity, focus on high student achievement, and ensure a successful exit for all graduates.
Identify the levels of performance for each department and direct reports within the organization.
Assess current expectations for leadership development and create an organized pipeline of competent instructional leaders for the classroom, school, and district.
Support the recruitment and retention of highly effective staff with the ability to accelerate the academic performance of all students.
ACTION STEPS
Meet individually with members of the Executive Leadership Team. Meet collectively with all Central Office team members. Meet individually with all Central Office team members. Conduct one-on-one meetings with the legal team to review current legal proceedings or outstanding judgments against the district.
______________
Superintendent and All Central Office Leadership Team Departments, & Legal Counsel
2. Develop and review briefing documents from each division/department. Documents will include areas of major responsibility, major initiatives underway with projected timelines, potential challenges, and major decisions that need to be made. Documents will allow for a quick understanding of the district’s strengths, weaknesses, opportunities, and threats (SWOT) to progress.
______________
Superintendent and All Central Office Leadership Team Departments
3. Determine how communication and decision-making will occur with the leadership team, including establishing meeting schedules, protocols, and systems designed around increased student achievement, continuous improvement, and addressing district issues.
______________
Superintendent, Assistant Superintendent, and Leadership Team
4. Meet with Assistant Superintendent to discuss appropriate action steps and support needed for the curriculum. A curriculum review to assess alignment between the written, taught, and tested curriculum; current state of our district assessment philosophy, review of delivery and instructional support provided to teachers and staff.
______________
Superintendent and Assistant Superintendent
5. Determine the current protocol and means for schools to collaborate and share best practices by level and feeder pattern. Review the alignment of feeder patterns.
______________
Superintendent, Assistant Superintendent, and School-based Leadership Teams (Principals and Assistant Principals)
6. Conduct a review of all Central Office positions to determine efficient standards to provide meaningful services to the school and community to begin the groundwork for any staffing efficiencies. Access the human resources management system and review all data dashboards.
______________
Superintendent, & SBA
7. Review critical documents, including, but not limited to: policy and procedures manuals; BOE meeting minutes for prior year(s); student achievement data; financial projections and budget processes for the past three fiscal years; audit reports; facility plan; accountability plans and processes; safety and emergency plans and legal proceedings.
______________
Superintendent, Leadership Team, Legal, Facilities, & Auditing firm
8. Review and evaluate the district’s current performance management system to ensure effective and efficient operations across and within all departments and to ensure key metrics and customer service goals are established.
______________
Superintendent, Assistant Superintendent, and Leadership Team
Goal 4: Community Connections and Public Relations: Establish trust and confidence by creating opportunities to listen and learn from all stakeholders - including students, parents, staff, and the larger community.
OBJECTIVES:
OBJECTIVES:
Communicate an understanding and ownership of the district's Mission and Vision as an organization dedicated to providing education for every student that includes vocational and/or career and technical educational focus.
Establish positive, professional, and collaborative relationships with all internal and external stakeholders and re-engage stakeholders to become active supporters and participants of the community.
Promote ongoing professional and collaborative relationships to support innovative and post-secondary programs that will maximize the students' high school experience and expand upon their academic potential.
Recognize the accomplishments of students, staff, parents, community members, and leaders.
ACTION STEPS
Assess the quality, quantity and effectiveness of external communication to include communications with and between policy makers, community leaders, business leaders and faith-based leaders
______________
Superintendent
2. Schedule meetings with various parent organizations for initial listening and learning sessions and discuss critical issues facing the system while creating opportunities for authentic engagement
______________
Superintendent, Parent Organizations & Building Leaders
3. Meet with County & State education leaders for an initial listening and learning session to discuss critical issues facing the district, and to solicit their support. Establish a routine communication protocol with these groups
______________
Superintendent, Assistant Superintendent, & NJDOE CTE Coordinator
4. Listen and learn and discuss critical issues facing the district in an effort to foster collaboration between leadership and various collective bargaining units.
______________
Superintendent, SBA, & Union Executive Members
5. Schedule introductory meetings with members of the local media and establish protocols for communication that is open, honest, transparent and accurate.
______________
Superintendent, Board President, & Communication Designee
6. Assess the quality, quantity and effectiveness of internal communication to include communications with and between the BOE, administration, principals, teachers, staff and students.
______________
Superintendent, BOE Members, District Leaders & Communication Designee
7. Schedule meetings with established student leadership organizations. Establish an ongoing rapport with the different student groups. Create a student advisory group.
______________
Superintendent & Student Groups
8. Review district’s safety and crisis communication plan
______________
Superintendent, Assistant Superintendent, Business Administrator, Facilities Manager, & Senior Manager Operations/Enrollment
9. Determine the feasibility of administering a survey to all employees to obtain employee feedback around organizational efficiency and effectiveness.
______________
Superintendent, Communications Designee/Director, & All District Groups
10. Schedule informal “meet and greet” opportunities for the community members by attending school and community events
______________
Superintendent, School Leadership, Community Engagement Groups, Parents, & Students
11. Review social media platforms, student information systems, and District website to determine communication protocols, stakeholder input, District vision and mission alignment.
______________
Superintendent, Assistant superintendent, & Communications Designee/Director
12. Share 100-day plan results and next steps with all community stakeholders including but not limited to students, staff, parents, community members, and leaders ( Oct. & Nov.)
______________.
Superintendent & All District Groups
Goal 5: Finance, Operations, and Facilities: Maintain fiscal and operational discipline while ensuring that the district’s financial standing is strong.
OBJECTIVES:
OBJECTIVES:
Maintain district-wide fiscal discipline.
Continued implementation of the existing facilities plan that supports the vision and mission of the MCVSD
Design a fiscal plan to raise funds to address any of the district’s budgetary needs that support global readiness.
Establish a clearly articulated facilities priority listing of capital improvement projects.
Develop a comprehensive school-based plan that ensures all safety and security protocols are well articulated and understood.
ACTION STEPS
1. Review district’s finances, resource allocations, and budgeting processes; assess how district’s budget and budgeting processes are aligned to support student achievement. Evaluate the district’s financial monitoring systems to ensure that fund balance objectives are met.
______________
Superintendent, Assistant Superintendent, & SBA
2. Review the district’s financial audit and the capacity to ensure all audit comments and deficiencies are corrected within a fiscal year. Review all audit findings and recommendations and assess the applied corrective measures, where applicable.
______________
Superintendent & SBA
3. Review how all State and Federal funds are being disbursed, and how grant funding supports student and staff initiatives. Analyze effectiveness of the district’s grant spending and prioritize existing initiatives.
______________
Superintendent, School Business Administrator, Assistant Superintendent, & Senior Manager Operations/Enrollment
5. Review the district’s transportation data relative to on-time arrivals, efficiency and impact on instructional hours. Communication with sending districts and review of relevant data where applicable.
______________
Superintendent, Assistant Superintendent, SBA, & School Leaders
5. Review and assess the Facilities Plan. as well as the District Technology Plan and Infrastructure. Review all facility reports. Coordinate communication protocol with State partners to apprise them of facilities concerns.
______________
Superintendent, SBA, Facilities Manager, & Network Administrator
6. Evaluate the Safety and Security Plan of the district. Visit each building to ensure that processes are aligned with the Security Plan to maximize student safety and security.
______________
Superintendent, SBA, Facilities Manager, & School Leadership (Principals)
7. Engage with union leaders and review bargaining agreements, salary schedules and benefits. Determine the role of the Superintendent in these meetings.
______________
Superintendent, SBA, Assistant Superintendent, & Bargaining Units
8. Review of the District 2022-2027 Strategic Plan to assess Goal attainment and areas for direct focus for the next 2 years. Anyalze the continued alignment to the District Mission and begin the phases for developing a plan for the next 3 years following the completion of the current plan.
______________
Superintendent, BOE Members, SBA, Assistant Superintendent, Extended Leadership Team
Conclusion
Conclusion
As we look forward to a new chapter for the Morris County Vocational School District we will keep the students at the focus of everything we do, providing vocational and enrichment programs that inspire and prepare students to succeed in today’s world and pursue tomorrow’s opportunities. At the end of the first 100 days, I anticipate learning across the entire spectrum that encompasses the school district. I am filled with optimism that, building on the work of my predecessor, we will move the district forward together. The work we will do is so important and meaningful and it affords our students the best opportunity to have the education they truly deserve. Collectively, we will ensure that all students graduate ready for college and/or a career in the path of their choosing.
The Board of Education Members and stakeholders will have access to this 100-Day Entry Plan. This will afford the BOE Members along with the Superintendent an opportunity to create, re-evaluate, and revise the plan as it relates to the direction of the District. Any final revisions shall be completed after the Board of Education / Superintendent meeting to review and discuss its content. The Board of Education, along with the Superintendent, are committed to continuing the progressive work that has already begun and encourage the very best from our students and staff, with the purpose of making the Morris County Vocational Schools the best it has ever been.
I am grateful for the opportunity to serve as your Superintendent of Schools, and I am filled with tremendous hope, expectation, and inspiration for what we will be able to accomplish together. Morris County Vocational School District will be a model school district for the State of New Jersey and beyond. We will not pivot from our purpose. We will serve as a resource and support not only to our students but also to the larger community.
Page updated
Report abuse