District Administration - May 2010 - (Page 14)

Conversations Frances Gallo Strong in Her Convictions Frances Gallo, superintendent oF central Falls (r.i.) scHools since March 2007, looks ahead to the next school year when the central Falls High school is set to have a different face. in early January, the rhode island commissioner of education identified six schools, including central Falls High, as the state’s “persistently lowest-achieving schools.” of the four options available to the schools to receive federal funds, Gallo was the only state superintendent to choose the “turnaround model,” and in February, fired all of the school’s 93 teachers, administrators and support staff, effective in June, with the option to hire back half of them. DA recently spoke with her about her decision. Q: What led you to opt for the turnaround model? Gallo fired all teachers, administrators and support staff at central Falls High school. 14 May 2010 Gallo: We had been preparing for a chance to apply for funds under the Title I School Improvement Grant. Central Falls had been labeled a “district in corrective action” and we assumed that one or more of our schools would be labeled in the “persistently low” category and we wanted to be ready to respond come January. So, in January, when the high school was named as a lowest-achieving school, we had four options available to us: close the school, open a charter school, use a transformation model, or turn around. I didn’t want to close the school because that would take away the entire fabric of the community. We weren’t looking to open a charter school because I thought that was considered union busting and I didn’t want to do that. We initially wanted to use the transformation model because we felt we were already moving in a reform direction. We reached out to the union. All parties understood we needed six assurances to meet the minimal requirements if we were going to proceed with the transformation model, including a longer school day, paid summer professional development and common planning time every week during the school year. But it was clear to everyone that if we had no assurances, then we were going to the turnaround model, the last option. The union did not sign the assurances, and the stakeholder group and the board of trustees adopted the turnaround model. Was it the right decision? Gallo: For me, it was simply what had to be done. I was strong in my convictions. We had umpteen public meetings on this. There couldn’t have been a single person who didn’t know this wasn’t at stake. Can you describe the feelings among staff members and teachers? One teacher displayed an effigy of President Obama in protest to his support. Gallo: Tensions were off the charts the first week or two. I think now I would say the staff is hurt and bewildered. I think they are now understanding a lot more about what went on and what didn’t go on under their union leadership. I am hearing third hand, and I’ve been told by a number of union people that they never got to vote on whether they would actually do this, and that teacher voices were never heard. You have received several threats from people nationwide. One man sent you a note wishing cancer on your children and their children. Gallo: That shook me. I keep that folded in my Bible and pray for that individual. District Administration

Table of Contents for the Digital Edition of District Administration - May 2010

District Administration - May 2010
Contents
Tech Disruptions
From the Editor
News Update
Technology
Conversations
District Profile
Administrator Profile
Problem Solution
Power to the Students!
Lone Star
Racing for Reform
Department of Education Revives Civil Rights Office
New Products
Product Focus
Crisis Response
Supervisor’s Opinion
Professional Opinion

District Administration - May 2010