Frank Tiano

EDUCATIONAL LEADERSHIP HIGHLIGHTS Instructional Leadership Superintendent Created and implemented district’s first comprehensive 5-year strategic plan that aligned district, school and department goals providing clear direction for all instructional, technological, and financial decisions: 90% of  goals met within 4 years; Worked collaboratively with teacher and administrator unions to be one of the first Massachusetts districts to develop and implement educator evaluation tools with 100% of staff within the first year (2012); Targeted curriculum, instruction, and financial resources to elevate high school’s state accountability level from Level 2 to Level 1 (2012); Created a system of continuous assessment, analysis and response resulting in 1 year student growth in ELA and Math across the district (2012-2015); and Led district that was recognized nationally for: Digital Learning - National Connected Summit at the White House (2014) Advanced Placement Achievement - College Board AP Honor Roll (2012, 2013, 2014, 2015) Music education - National Association of Music Merchants (2013, 2014 2015) Universal Design for Learning - 1 of only 4 districts nationally to receive Center for Applied Special Technology (CAST) grant (2012). Assistant Superintendent Supported design and implementation of Collaborative Turnaround Plan (CTAP) with Greater Boston District & School Assistance Center (DSAC) and three Level 3 schools to improve student achievement; Implemented CTAP strategies at school level including lesson plan design, co-planning, co-teaching, student assessment, and daily instructional feedback; and Supervised Harvard University Doctoral Resident in development of support model for building principals.   Management and Operations Superintendent Redesigned financial budgeting, reporting, and operational procedures, with support from a consultant and Massachusetts School Business Officials (MASBO), resulting in accurate and real-time financial reports based on school/program cost centers for continuous financial monitoring, planning, and transparency; Led the design, development, and implementation of a preK-12 social and emotional competencies program (P.R.I.D.E.)that provided continuity across 8 schools; Collaborated with police, fire, and town officials to redevelop and implement a comprehensive Incident Management Plan, based on state and federal models, to safeguard the well-being of students and staff; Negotiated 8 collective bargaining agreements including first teachers’ contract to be signed without mediation in over 20 years; Developed a comprehensive hiring model to ensure high-quality faculty enter the district; and Collaborated with the town and other school districts to implement cost saving efficiencies: combined firewall, email and phone systems, server room, and disaster recovery with the town saving $400,000 in year one; merged food service leadership (Billerica Public Schools) saving $50,000 in year one; bid for out-of-district transportation (Billerica/Tewksbury Public Schools) saving $25,000 in year one Assistant Superintendent Co-led changes in mandatory teacher trainings for more efficient compliance and record keeping while improving the quality of the training and accessibility for teachers; Led revision of Emergency Response Plan with district, school, police, and fire officials to mirror state and federal models in order to better safeguard the well-being of students and staff.   Family and Community Engagement Superintendent Prioritized communication with all stakeholders through development of strategic planning, new website, social media, online chats, newsletters, online surveys, and local cable programming highlighting students and staff to provide accurate and timely information regarding the school district and receive stakeholder feedback; Co-chaired Synthetic Field Committee with Town Manager that resulted in a $2.5 million public/private effort to install two synthetic fields, one of which is open to the entire community; and Met quarterly with stakeholders at school committee/district administration open forums to answer questions and discuss the schools. Assistant Superintendent Addressed district communication issues, as defined in School Committee Communications Task Force: created and managed district social media developed cable access programming developed press release protocols created Emergency Response Communication Plan providing protocols, templates, and pre-recorded messages in 3 languages for accurate and timely stakeholder communication; Drafted district external communication plan for superintendent based on parent survey data; and Collaborated with presidents and administration of Framingham State University and Massachusetts Bay Community College to extend existing partnerships, such as dual enrollment, to further student college and career readiness; FSU and MassBay’s early college proposal was one of 21 that received “preliminary” designation status from the Boards of Higher Education and Elementary and Secondary Education and a $10,000 grant to design the program with Framingham and Milford Public Schools.   Professional Culture Superintendent Oversaw the transformation of the teacher and administrator professional development into a system that: aligned with district goals followed the state guidelines to bundle PDPs partnered with Fitchburg State University for in-house graduate classes taught by school staff allowed for online management of PDPs provided for dual means of taking courses (multi-part series or online) Presented with president of the teachers’ union multiple times to provide one clear message regarding the educator evaluation process; Assistant Superintendent Led Administrative Communications Task Force to identify internal administration communication issues and develop an administrative meeting structure to foster communication and problem solving.