The mission of the Lawrence Public Schools, a unifying force at the heart of a cultural mosaic, is to ensure all learners reach their highest individual potential, through an academically rigorous educational system that inspires life-long learning; focuses on creative, student-centered teaching and learning; and enables all to possess the confidence and abilities to meet life’s challenges.
Annual Election Results 
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Appraisals Done Walt's Way |
The Music Department Concert Performance Trip to Disneyworld has become one of our great Lawrence traditions. Teachers, parents, and students are now planning for next year's 8th trip to Disney, making it possible for more than 1000 students to experience Disney magic since 1999. The meaning and significance of this learning experience for our students has been made evident to every staff member who has ever taken part in the trip. For many students it's their first time on an airplane, or in a hotel, or the first time traveling without their family. It provides an opportunity for students to perform on one of the great world stages and learn life lessons that will have everlasting impact. Even though it is not measured by the state we believe this to be relevant and important.
There is much to be learned from the inspired creativity, disciplined teamwork, and the process for managing passion and innovation, all part of the Disney trademark that has been woven into the fabric of our society. Disney has revolutionized the art of the organization, breaking intellectual frameworks while adhering to a system of beliefs that promotes dreaming, the testing of dreams against beliefs, the daring required to take risks, and the realization of a vision to make dreams come true. In Walt's own words, "Dream, believe, dare, do."
There is also much to be learned from the Disney management processes related to supervision, evaluation, and appraisal of staff. Disney employs over 137,000 people world-wide. Many books have been written on the topic, in addition to training programs established by Disney to promote effective business and organizational practices. One such book is the Disney Way by Bill Capodagli. The following excerpt is relevant to us as we deal with our own professional appraisal system:
One of the favorite devices of human resource departments is the performance appraisal. These appraisals are, in truth, harmful to morale and unnecessarily costly for an organization to administer. Research into major companies provides evidence of carefully structured performance appraisal systems. Employees are evaluated in depth by a supervisor on an annual basis and supervisors spend a considerable amount of time and thought on performance appraisals.
The researchers spoke with supervisors and employees of the companies. When asked about the performance appraisals, everyone without exception, agreed that (1) performance appraisals were a waste of time; (2) people dreaded the entire ritual; (3) the process did not result in behavioral change; and (4) the outcome was influenced by the recentness of performance. The reaction to performance appraisals is universally negative. They are described as the biggest barriers to quality improvements. Here's why. Most people believe that they are above average performers. When their appraisal evaluation rates them as average or below, they feel discouraged and misunderstood, and the quality of their work often suffers.
As the late W. Edward Deming, considered architect of total quality management once described it: The effects are devastating. Such a system substitutes short term performance for long-term planning, wrecks teamwork, and nurtures rivalry. It builds fear and leaves people unfit for work weeks after receipt of the rating. In the final analysis, performance appraisals may tempt a worker to try to please the boss at the expense of other workers or more important the customer. Such efforts can undermine teamwork as well as job performance.
Last year, Lawrence administrators and teachers designed and agreed on an Annual Professional Performance Review for one year until NYSED further clarified and developed their guidelines. As these guidelines continue to be sent down by the state, the one thing that everyone agrees on is the lack of clarity, room for interpretation, and the huge task in front of us to make it all relevant to teaching and learning.
As we continue to move forward to develop our district APPR, it is important to uncover pitfalls that may hinder us. At the center of our appraisal process it is important to keep in mind Walt's organizational approach which provides an opportunity to the employee to create a personal-professional development plan with desired outcomes and an evaluation process jointly defined by employee and supervisor. We all want accountability built into our system but it must be developed in a manner that in addition to the measurable requirements, facilitates the achievement of life lessons that will have everlasting impact. Even though it is not measured by the state we believe this to be relevant and important.
Gary Schall, Superintendent of Schools
Superintendent's Employee of the Month
Danette Jemal grew up in Brooklyn and in 1987 moved to Cedarhurst where her children who are now both college graduates received their start at the Number Five School. Danette began her career in Lawrence in 1988 as a teacher aide at the Number Four School and enjoyed working there for ten years. Through the years she also worked in the district print shop and in 1998 became a Full-Time Security Guard. Danette went on the first Music Department Concert Performance Trip to Disneyworld and contributed to everyone’s safety and well-being. In 2009 she received a Citation for 20 Years of Service and in 2011was recognized for being a “Teamster Trailblazer”. She earned this recognition for serving as the first female security guard in the Lawrence School District and in Union Local 237. Danette also received a City Counsel Citation for those who give exemplary service to their community. The Lawrence Family is proud of Danette’s achievements and truly appreciative of her hard work and dedication. We are happy to announce Danette Jemal as the Superintendent’s Employee of the Month.
RATIONALE FOR CHANGE IN SCHEDULE
Whenever budget matters are discussed it is important to acknowledge our emotions- the anxiety, fear, and uncertainty that are caused by conversations centered around money. All we have to do is turn on the TV or open the newspaper and we see horror story after horror story about the erosion of our quality of life and reductions in services on a local, state, and federal level. With Governor Cuomo’s two percent tax cap on school budgets, school districts are forced to make drastic reductions that include sports turning into pay for play programs, the wholesale elimination of music, art, AP’s, electives, pre k, even kindergarten, and the closing of school buildings. We may be facing the same financial difficulties as other school districts but will not be taking this common approach of cutting programs that are the heart and soul our schools.
The elimination of a program is a simple process achieved with a stroke of a pen; the program vanishes and the savings appear. Perhaps our approach in Lawrence is a bit more challenging. Increasing the length of the high school period by changing the schedule from 9 periods to 8 periods is an approach that involves a critical analysis of how time is used, the elimination of inefficiencies, and the creation of efficiencies. As a result, time used for teacher professional work will be shifted to direct instructional time. These days, everything is questioned and we have to make a choice. Which is more beneficial:
- Teachers using 41 minutes a day for professional work
- Teachers using 41 minutes a day for instruction with students
The question itself is charged with emotion. There will be differing opinions and our various stakeholders will have to agree to disagree but here is important information to consider:
Currently within a 9 period day, teachers at the high school are scheduled for 5 classes, plus a lunch, hall duty, prep, and a professional period. With 95 high school teachers, the daily professional period costs over a million dollars annually. The shift of this resource to direct instruction is a value added, especially at time when there is scarcity and scrutiny of every resource.
There are many questions to be answered, problems to be solved, details to be ironed out, and adjustments to be made. There will be plenty of opportunity for this, but for now there is one more question that begs to be answered: If there was no financial need, would we still make a change in schedule? My response is that necessity is the mother of invention. Often times we are complacent and may lack the courage to take decisive action unless faced with a serious need. In this case, the need and huge financial challenge in front of us will serve as the catalyst for positive change.
Gary Schall, Superintendent of Schools
The Lawrence Public Schools Academic Initiatives
Data Driven Instruction
Social Emotional Learning
Response to Intervention
Moodle
Common Core Standards
For More Information: District Academic Plan
