“Two elementary principals are currently assigned to Melrose in part to address some safety concerns and teacher complaints filed with the union,” said Dr. Goliath Davis.
BY GOLIATH J. DAVIS, III, Ph.D. | Contributor
ST. PETERSBURG — I am being asked by some who read my recent article “Building an educational foundation” why are we experiencing vacancies and failures in the Transformation Zone when, in their opinion, things are going exceptionally well in schools north of Ulmerton Road. I remind them that there are vacancies and failures in the north as well.
The vacancies may be fewer, and the performance of scholars in magnets and other schools within schools masks the failures. Additionally, as recently as the last school board meeting, a citizen raised the issue of school safety and disruptions in North County.
Inquirers also reference my Aug. 2021 article “The Miracle at Lakewood Elementary,” and the salient question remains: Why can’t we replicate the success if, in fact, it was legitimate? The article references two schools of thought regarding how Lakewood Elementary earned an “A” grade.
Chief Transformation Officer Donnika Jones
The first school insisted they cheated, and the second maintained the success was due to several combined factors, including a particular emphasis on fifth-grade student performance, scholar retention, thereby enhancing their ability to retain requisite knowledge for the state exam, special attention from the district to include reducing student enrollment from 600 to 300 scholars, transferring problem students to other T Zone schools, prohibiting new student enrollment, increasing the number of human capital and lowering the Teacher Pupil Ratio (TRP)
Currently, TPR is lower in the Zone and elsewhere due to a district and statewide decline in public school enrollees. However, the miracle worker, former Lakewood Elementary Principal Stephanie Woodford, is now the deputy superintendent; Dr. Tracy Wobbly (Webley) and former Chief Transformation Officer Nikita Reed, are no longer working in the district, and Reed’s protege, Donnika Jones is now in charge of the T Zone.
So, two key players, along with other school administrators from 2021, are still working in the district, and the question remains: why has the Lakewood Elementary model yet to be replicated?
Cynics from the “cheating school of thought” believe replication is not possible because it will be too difficult to convince the larger group of school administrators and teachers to cheat. The second school of thought questions how the district can replicate all the distinct features implemented at Lakewood Elementary.
For example, there are not a sufficient number of alternate school sites to place problem students or to sufficiently lower the census of all of the remaining T Zone schools. Additionally, budget restrictions and talent availability may impede the district’s ability to demonstrably increase the amount of human capital at all T Zone locations.
Former Chief Transformation Officer Nikita Reed
In short, a wholesale replication of the second school of thought may not be financially prudent or possible. Also, Lakewood has not maintained the “A” grade. It currently has a “C” school grade rating.
Therefore, leadership emerges as the remaining critical variable for change and cannot be limited to the school system. By necessity, it must include parents and the community. Parents must offer more support addressing problem scholars, and community organizations with expertise in counseling and family support capabilities should be encouraged to do more.
Sororities and fraternities should come to the table in a more expansive way, and faith organizations must find a way to reach those not in their congregations through community ministries.
Reed’s work and tireless commitment are legendary in the Transformation Zone. Her commitment to her scholars also included a solid commitment to their families, replete with home visits and 24-hour, seven-days-a-week availability to her educational leaders and staff.
She worked tirelessly with pastors, The Men of Yesterday, Today, and the Future, and other groups committed to improving the education of Transformation Zone Scholars. Her operating mantra was “Scholars First.” She transformed Melrose Elementary School from a “failure factor” into a school of success.
As a committed observer with his ear to the ground, I am compelled to pose the following questions: Is Reed’s protege replacement, one who served with her at Melrose Elementary, up to the task? Can she lead the Zone with her mentor’s devotion, dedication, and effectiveness?
‘Is this situation indicative of the current principal’s inability to lead or Jones’ inability to manage and direct her direct reports,’ asks Dr. Goliath Davis.
It is not easy to question or evaluate one’s commitment or dedication, but it is relatively easy to assess what one does. Reed worked endlessly; Jones reportedly doesn’t answer her phone after 5 p.m. or on weekends and is not readily available. Reed seldom took time for herself; Jones loves to travel to the Dominican Republic and Thailand. Reed recruited talent year-round; Jones’ recruitment is cyclic.
Two elementary principals are currently assigned to Melrose in part to address some safety concerns and teacher complaints filed with the union. Ironically, one would think Solomon Lowry’s Climate and Culture team would have been dispatched. Is this situation indicative of the current principal’s inability to lead or Jones’ inability to manage and direct her direct reports? Why an extra principal?
I pose this question because Melrose’s principal is not alone in her efforts to manage what is now being called a difficult school. Keep in mind the new Melrose academic leader follows Jones as principal. Has the school deteriorated to such a disastrous state in just a little more than a year, or were the issues present and festering before and are now surfacing?
Last year, Woodlawn Elementary fell into the “difficult school” category. Jones subsequently participated in the principal’s removal. Woodlawn’s current principal is reportedly having issues as well. Will she be removed? I met her last year at a school board workshop. She worked at a school in the Ridgecrest area and was introduced as an effective leader.
Maximo Elementary is also a school on the bubble. The current principal was moved from her prior school and assigned a position in human resources, where her performance was reportedly questionable. Jones assigned her to Maximo, and questions concerning her effectiveness abound. Her predecessor was well-liked and effective. Some feel Jones drove her away.
In the three cases and others, Jones is the common denominator. Is she capable of leading her direct reports? If the answer is yes, then is she spending enough time doing so? I do not have the answer to either question, but I hope her supervisor does.
Given the number of long-term subs currently working in the Transformation Zone and the apparent scarcity of available talent in the hiring and aspiring principal pools, it should be apparent that employee coaching, counseling and professional development are of paramount importance.
The talent pool is not very wide or deep. Jones should embrace the Reed model rather than discard and run away from a proven methodology.
Goliath Davis is a former chief of police and deputy mayor for the City of St. Petersburg who actively advocates for education in Pinellas County.
Honestly you maybe the problem. Stop writing about it and get your ungrateful ass in there and try to teach these kids. When they parents are not involved and condone what they kids do what more do you want. These teachers a are exhausted and sick of al the excuses. We can suspend or call the parent cause we need to try and keep our numbers. These kids are not the same and until your sitting in the class watching one kid distract other kids and the teacher than you can speak on it. I never seen someone that like to tear down his own kind.. YOU IS PATHETIC
If all sources point in the direction of the new leader Jones, why was she put in this post.
No calls after 5? No calls on the weekend? Readily unavailable in time of need?
Sounds like the Titanic story. Most will not survive because the wrong leader was at the helm.
I was one of the community volunteers(Parent Support for Education, Inc) that worked with Ms. Reed at Melrose Elementary School. We worked with the PTA and the SAC committees. We greeted scholars and parents in the mornings. We passed out two question handouts to parents for their input. Ms. Reed was available (24/7) seven days a week. She did take vacations. She started work in May of the school year before her position actually started. We worked with her. Every Friday at the end of school 500 bags of food lined the cafeteria tables. She made sure families had food for Thanksgiving and Christmas. She listened to parents and scholars and they responded to her caring and leadership. She was a disciplinarian. The scholars respected her. She made a deal with Walmart and made sure all scholars had at least 2 uniform sets.
I begged her to stay and she explained to me why she was leaving. I begged her to come back when Pastor Rainey passed, she said she would consider it but decided to remain where she is appreciated. There were community volunteers, clubs and churches supporting the school/families all because of Ms. Reed
Ann, thanks so much for your comments. Please know I am more than happy to speak with you and discuss the issue. You can reach me at 727.348.5757.
Sincerely,
Goliath J. Davis, III, Ph.D.