Superintendent Entry Plan

SUPERINTENDENT John D. Stanford, JD, PhD

ENTRY PLAN Superintendent, Allentown School District

SUPERINTENDENT ENTRY PLAN

LETTER TO THE ALLENTOWN FAMILY

Dear Allentown School District Family and City of Allentown Community:

I am honored and blessed to have the confidence of the Board of Directors and this community to be selected
as your new Superintendent and to become a part of the Allentown family.

I know the last few years have been difficult for all of you. You experienced enormous change and a once-in-
a-lifetime pandemic that continues to impact our lives.

Because of what you have endured and overcome, please allow me to first thank the school principals, their

leadership teams, the teachers, and the support teams (paraprofessionals, tutors, IT support professionals,

security, secretaries, custodians, nutrition personnel, and substitutes) for

your resiliency and dedication to the core business of teaching and

learning. I want to extend the same thank you to the central office THANK YOU, students
administrative and support teams for finding a way to persevere and to for your grit, strength,
support our school teams through these tough times. Thank you, Board
of Directors, for your leadership and governance during these difficult and commitment.
times.


Let us not forget the most important people in the district, our students THANK YOU families for
and their families. THANK YOU, students for your grit, strength, and giving our team the
commitment. THANK YOU families for giving our team the honor and honor and privilege
privilege to educate your most precious gift to the world! to educate your most

precious gift to the world!

As we begin this journey together, one question asked often over the

past few weeks is: “Who is John Stanford?”

Beyond what is on my resume or bio, I am the son of two working class parents from Montgomery, Alabama.
Although my parents worked hard, poverty was not a stranger to me growing up. There were tough times that
truly built my character and the person that I am today. Those times also informed my work with students and
their families.

Through these challenging times growing up, my parents taught me to value family, faith, honesty, integrity,
education, equal opportunity, treating others the way you want to be treated, working hard, and getting
better every day. I honed these values over the years through additional life experiences. I continue to lean on
them daily in my personal life and they provide the foundation for my leadership style in my professional life.

I am a servant leader who works hard to lead by example. I use data and information to collaborate with my
team to inform my decisions and improve systems. I believe in listening to the people around me and learning
from their experiences and knowledge. I believe in setting high expectations, empowering people to take
ownership of their destiny, providing the supports to achieve success, and being transparent and accountable
to those who have entrusted me with this awesome responsibility.

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LETTER TO THE ALLENTOWN FAMILY - CONT.

Another common question posed to me: “Why the Allentown School District?”

Allentown reminds me of the place I called my hometown for many years: Muskegon, Michigan. Muskegon,
during my years there, was a diverse manufacturing town that supplied parts to the big three automobile
companies in Detroit. The people were hard working with
considerable personal pride and character. When the automobile
industry struggled during the 1970s and 1980s, the people of
Muskegon worked together to transform its community and
economy to meet new social and global demands. These are the
same characteristics that I see in the people of Allentown. I see
the opportunity to be a part of a renaissance with the Allentown
School District at the forefront of preparing future generations to
carry the torch forward.

These are tough times. The only way to get through tough times is
to come together and stand as one against the obstacles and
challenges. We must also have a clear vision, plan, and
commitment to be effective. But most important, there must be a
culture that fosters success. As Peter Drucker once said, "Culture
eats strategy for breakfast." As a part of this entry plan, I will spend the next 90 days listening, learning and
observing to begin the process of developing with you, our Board, and partners a vision, plan, and culture
that will birth success at all levels of the district.

I am convinced In the challenging times that we will face in the future, I want you to keep
that life is 10 percent this quote, with my slight changes, close at hand. It is a quote from the
what happens to US poem, Attitude. The quote, with my slight modification, is: “I am convinced
and 90 percent how that life is 10 percent what happens to US and 90 percent how WE react
to it!”
WE react to it!
You have lived this quote over the past few years by not being negative
- An excerpt from"Attitude," when a challenge arises. You chose to be positive and to continue to
modified by Dr. John D. Stanford make progress. I am excited and honored to join you in this noble effort to
build a brighter future for our students, their families and this community. I
cannot wait to get started!

Sincerely,
John D. Stanford, JD, PhD
Superintendent, Allentown School District

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INTRODUCTION

The most important task of a new superintendent, especially one new to a district and community, is
to learn as much as possible about the district, community, and its people. The learning process
involves reading information, listening to people, and observing the systems, procedures, processes,
and protocols in place. But, more importantly, the new superintendent must dig deep and listen to
the people to understand the culture of the community and the school district.

Previous and current superintendents To achieve this goal of preparing for a successful
accomplished this task through a process of transition, this entry plan is structured into three
formulating, implementing, and evaluating the segments: pre-entry, entry, and post-entry.
results of an entry plan. Entry planning is a well-
known process utilized by leaders to acclimate The purpose of the pre-entry phase is to focus on
them to a new opportunity within the first 90-to- building strong relationships with the Board of
100 of days of being in the leadership position. The Directors and administrative team members, while
process is invaluable because it provides an achieving a robust base of knowledge about the
opportunity to understand the history, culture, district. The entry phase of the plan is focused on
strengths, weaknesses, and threats that confront strengthening the relationships initiated during the
an organization. With this type of information, the pre-entry phase; honor, listen, learn, and observe
superintendent can then work with the Board of the internal and external stakeholders of the
Directors, the administrative leadership team, district in order to acknowledge their resilience,
district team members, district partners, establish strong relationships, and build trust; and
community leaders and community members to review and explore district operations and
formulate a plan to leave the past behind and performance along with school performance. The
formulate a plan for moving forward. final phase is post-entry. Post-entry is focused on
reviewing the results of the entry phase, providing
The entry plan is the start of turning the page from the board a report based on those results,
the past to embrace a bold and new future. establishing draft organization priorities for the
However, I know it will take all of us working remainder of the school year, and laying the
together to build the future that we want for our foundation for creating a long-term strategic plan
students and community. Everyone has a role to for the district.
play! As Dr. Martin Luther King, Jr stated, “Human
progress is neither automatic nor inevitable . . .
Every step toward the goal of justice requires
sacrifice, suffering, and struggle; the tireless
exertions and passionate concern of dedicated
people.”

After weeks of researching and reviewing sample
entry plans, this entry plan is designed to lay a
foundation for the future by facilitating my
transition into my first day as superintendent of
Allentown School District and beyond.

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INTRODUCTION - CONT.

During the three phases, the following activities are engaged to create the above results:

Document Review11.. - Complete a systemic review of district, legal, regulatory, and audit documents

important to academic and organizational operations.

Board Relations2. - Learn and understand the expectations of the Board of Education, build relationships

and establish trust with each member.

District Engagement3. - Establish and complete an approach to building relationships, communication

protocols and trust with students, parents, the administrative team, and association leaders to understand

the history, values, protocols, culture, team moral, performance, and organizational capacity of the district.

Community Engagement4. - Establish and complete a systemic approach to building relationships,

communication protocols and trust with district stakeholders and partners.

Systems Review5. - Complete a systemic review of key district and school building performance with the

administration team.

6. Strategic Planning Preparation - Begin the process of reviewing and assessing district strengths,

opportunities, priorities, and branding for planning purposes with the administrative team.

Strategic Planning Design7. - Outline post entry activities to analyze, evaluate, explore, and prioritize key

academic and operational initiatives for a five-year strategic action plan and annual work plans.

The timeline for the entry plan is as follows:

Pre Entry October 11 -
November 15

Entry November 15 -
February 15
February 15 -
Post Entry April 15

In order to assist you with monitoring my progress with the commitments in the plan, the community will
be able to get updates on our District website.

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To ensure transparency and inclusion throughout the process, there will be a link on the ASD website with
updates on the progress of my plan, calendar, people with whom I’ve met, and public events and forums.
As my journey as the new superintendent of Allentown School District begins, I am excited to take on the
opportunities to build an educational system that this community deserves for the future of our students and
this city. I will approach each day looking for ways to get better than the day before. And I will try to live up to
Nelson Mandela’s encouraging words. He said:

I am fundamentally an optimist. Whether that comes from nature or nurture, I cannot say.
Part of being optimistic is keeping one’s head pointed toward the sun, one’s feet moving
forward. There were many dark moments when my faith in humanity was sorely tested,
but I would not and could not give myself up to despair. That way lays defeat and death.

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PRE-ENTRY PHASE

PRE-ENTRY PHASE

GOAL:

Establish a strong base of knowledge about the district, build trust and relationships with the Board of Directors.

PRIORITIES:

11.. Complete a system review of governance, legal, regulatory, and audit documents important to the
district’s academic and organizational operations.

2. Learn and understand the expectations of the Board of Directors.
3. Establish a communication protocol with the Board of Directors.
4. Build relationships, trust, and communication with the Board of Directors
5. Understand the history, values, protocols, culture, team morale, and organizational capacity through

discussions with the Board of Directors and executive administrative team members.
6. Complete school visits at the district’s middle schools, high schools and Newcomer schools.
7. Attend “The Rivalry Game” between Allen HS and Dieruff HS.
8. Complete a central office staffing analysis.
9. Complete a draft organizational reorganization for the Board of Directors to review and provide

feedback.
10. Complete a draft entry plan for the Board of Directors to review and provide feedback.
1111.. Begin the process of meeting with community leaders to learn about their view of the district,

expectations for the district, and relationship with the district.

ACTION STEPS:

11.. Create a draft entry plan to the Board for feedback.
2. Present a draft entry plan to district team members, stakeholders, partners, and community.
3. Create a draft reorganizational plan for theto the Board of Directors and executive administrative team

members.
4. Meet weekly with the Board President and Vice President to build the relationship and trust as the board

leadership team.
5. Meet with individual board members to build the relationship and trust.
6. Create, discuss, and establish a communication protocol with the Board of Directors.
7. Meet with the Interim Superintendent, District Solicitor, District Business Manager, and the Assistant

Director of Security.
8. Meet Police Chief Charles Roca.
9. Meet State Representative Michael Schlossberg.
10. Meet State Representative Schweyer.
1111.. Review and understand district policies, audits, partner MOUs/agreements, and major vendor contracts.

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ENTRY PHASE

ENTRY PHASE

GOAL:

Learn about the culture and experience of Allentown School District through listening, observing, studying the
data, and building strong relationships and trust with district team members and community members.

PRIORITIES:

11.. Complete school visits at the district’s elementary schools, alternative school and early childhood center.
2. Strengthen relationships with board members through continued engagement activities and

communication.
3. Engage internal stakeholders and team members to learn about the background, honor their resilience,

acknowledge their successes, listen to their concerns, learn from their experiences, build relationships, and
establish trust.
4. Engage external stakeholders to learn about their background, listen to their concerns, learn from their
experiences, hear their perceptions about the district, build relationships and establish trust.
5. Review central office operations and school performance data.
6. Prepare for implementation of the draft central office reorganization plan.

ACTION STEPS:

Board Relations

11.. Establish and create a regular schedule for one on one meetings with board members to develop
collaborative, trusting and productive relationships and to learn their aspirations for the district.

2. Establish meetings to set meeting agendas with the president and vice president.
3. Establish meetings to plan board retreats with the president and vice president for the discussion of issues

such as communication protocols, roles and responsibilities, relationship norms, a performance reporting
calendar, strategic action plans, annual work plans, a performance evaluation process, and expectations.
4. Establish processes and protocols to address stakeholder concerns, questions, and feedback.
5. Review board support systems and listen to feedback on ways to support the board of education’s
governance and oversight work.

a. Discuss Board retreat scheduling and planning.
b. Meet regularly with the Board President and Board Vice President.
c. Meet regularly with Board Directors.
d. Meet with the union presidents and their leadership teams.
e. Meet with community leaders.
f. Attend community events.
g. Finalize plans to implement the draft central office reorganization plan.

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ENTRY PHASE - CONT.

Union Relations

11.. One on one meetings with the presidents of the district associations.
2. With the assistance of the association presidents, establish a series of focus group meetings with

association members to listen and learn.
3. Explore systems and protocols with association presidents to improve communication, engagement,

and problem solving on labor management issues.
4. Explore the possibility of joint training sessions on trust and relationship building between district

administration leaders and association leaders.
5. Explore the possibility of creating “brainstorming sessions” to address systemic problems important

to the respective association.

Team Member Relations

11.. One on one meetings with building principals, cabinet members, and department leaders.
2. With the assistance of building principals, cabinet members, and department leaders, establish a

series of focus group meetings with their teams to listen and learn.
3. Explore systems and protocols to improve communication, engagement, and problem solving on

district operations with building principals, cabinet members, and department leaders.
4. Explore the possibility of creating systems and strategies to improve communications, problem

solving, and the sharing of information from central office with building and administration leaders.

Community Relations

11.. Meet Congresswoman Susan Wild.
2. Meet State Senator Pat Browne.
3. Meet County Executive Phillip Armstrong.
4. Meet County Commissioners.
5. Meet Outgoing Mayor Ray O’Connell.
6. Meet City Council members.
7. Meet Incoming Mayor Matthew Tuerk.
8. Attend City Council Meeting.
9. Initiate “Fireside Chats with the Superintendent,” a series of listening forums across the city.
10. Conduct focus group meetings with community stakeholders and organizations.
1111.. Assess the current use of social media tools to determine if there are improvements with our efforts

to communicate and engage our stakeholders and the community.
12. Conduct focus groups with families and district alumni.

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ENTRY PHASE - CONT.

Partnership Relations

11.. Meet with district partners to learn and understand the successes, challenges, and areas of
improvement with being a district partner.

2. Plan and hold a “Partnership Symposium” to recruit more partners to support the district.
3. Explore the development and use of social media tools and a resource database to strengthen

partnership engagement.
4. Review and analyze district engagement and strategic alignment with partnership priorities.
5. Establish a timeline for the adoption of plans to create clear, concise, efficient, and effective

partnership engagement strategies to support the district’s equity efforts and academic priorities.

Systems Review

11.. Meet with the elementary, middle and high school principals and their leadership teams to review
school performance data and school improvement plans.

2. Meet with the school improvement and grants team to discuss and review current systems and
processes, protocols and district school improvement strategies.

3. Meet with the curriculum and instruction team to discuss and review current efforts to create systems
to align the written curriculum, delivery of instruction, instructional technology and formative
assessments; Professional development tied to that alignment, high-quality learning the District’s
academic priorities.

4. Meet with the data and accountability team to discuss and review the systems to collect, analyze
and use of data to improve student achievement and business operations.

5. Meet with the budget, finance, and purchasing team to review and discuss the district’s budget,
revenue, finance and purchasing systems, processes, and protocols.

6. Meet with the business and operations departments to review and discuss the department’s duties,
major projects, and major decisions for the remainder of the school year.

7. Review and discuss the district’s family and community engagement systems and strategies with the
family and community engagement team.

8. Review and discuss the district’s communication and branding strategy with the communication’s
team.

9. Review and discuss the district’s student support systems (gifted, EL, and students with disabilities)
with the student support team.

10. Review and discuss the district’s equity system and strategies with the equity team.
11. Review and discuss the district’s talent management system and strategies (recruitment, onboarding,
development, retention, performance management, compensation, and career pathways)

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POST-ENTRY PHASE

POST-ENTRY PHASE

GOAL:

Review and report the lessons learned from the pre-entry and entry phases to begin the process to establish
short-term priorities and a long-term strategic plan to guide the district into the future.

PRIORITIES:

11.. Report the results and lessons learned from the pre-entry and entry phases to the Board of Directors, our
Allentown School District family, and community members.

2. Establish short term organizational priorities and a work plan for the remainder of the 2021-2022 school
year.

3. Establish a process to formulate a long-term strategic plan.

ACTION STEPS:

11.. Review the results and data collected during the pre-entry and entry phases.
2. Identify the short-term organizational priorities of the district and formulate a plan to address the priorities

for the remainder of the 2021-2022 school year.
3. Develop a written report and presentation on the entry plan process and lessons learned for the Board of

Directors.
4. Present the written report and presentation on the entry plan process and lessons learned at a board

meeting.
5. Develop a process to create a draft long-term strategic plan for review by the Board of Directors, the

Allentown School District family, and community.

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CONCLUSION

As we move forward into this new chapter in the history of Allentown School District, I want to reemphasize the
importance of culture and teamwork to the success of an organization, especially complex organizations like a
school district.

The achievements of an organization are the As we move forward into this new chapter in the history
results of the combined effort of each individual. of Allentown School District, I want to reemphasize the
People who work together will win, whether it be importance of culture and teamwork to the success of
against complex football defenses, or the problems an organization, especially complex organizations like a
of modern society. Individual commitment to a school district.
group effort – that is what makes a team work, a
company work, a society work, a civilization work. To effectively address the barriers to success that our
students face daily, we must come together as one with
– Vincent Lombardi our partners with a unified plan to leverage our
resources to help them succeed. This plan must

incorporate an approach that is generational. This

generational approach must include strategies that will empower the student to be successful and to empower the

family to be our partner in educating the student. One of the greatest assets that I have experienced in my first few

weeks of being the superintendent is the pride of the people in our district and community toward the Allentown

School District. We must use that sense of dignity and self-esteem to overcome the barriers and uplift each other.

Another important element to achieve The longer I live, the more I realize the impact of attitude on life.
excellence is our willingness to continue the
things that we KNOW are working, to be bold to

stop implementing the things that we KNOW are
not working, and to BE INNOVATIVE in building Attitude, to me, is more important than facts.
new programs that have been proven to work in It is more important than the past, than education,
circumstances similar to Allentown School
District. Than money, than circumstances,
Than failures, than successes, than what others think or say or
At the heart of this approach, there must be a
“can do” mindset to never quit regardless of the do.
circumstances. This mindset must be the glue It is more important than appearance, giftedness or skill.
that binds us together to stand strong in the


face of adversity. It’s a mindset captured by
the poem at left, titled "Attitude." It will make or break a company… a church… a home.
The remarkable thing is we have a choice everyday regarding
Whatever happens, we must react in a positive
way to be effective! The attitude we will embrace for that day.


Thank you, Board of Directors, Allentown School
District family, and Allentown community We cannot change the inevitable.
members for allowing me to have this awesome The only thing we can do is play on the one string we have,
opportunity to be your new superintendent.
And that is our attitude…




I am convinced that life is 10% what happens to me,
And 90% how I react to it.
And so it is with you…

We are in charge of our attitudes.




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