Dr. Blakey: A First-Semester Report

As promised, APS leadership has worked to refine the strategic plan, making it more actionable and accountable to ensure it doesn’t become a document that sits idle on a shelf. This important work has been completed, and executive leadership is now using the plan to guide its efforts. Team members will begin presenting regular updates to the Board of Education by the end of 2024.

The plan requires the team to clearly define initiatives that will help the district achieve its goals while adhering to established guardrails. Each initiative includes specific tasks with performance measures and indicators of success. The leads for these initiatives will report to a Project Management Oversight Committee on a monthly basis to ensure progress is being made.

Outside consultants have reviewed and provided guidance for improving several departments and programs, including finance, special education, federal and state programs, leadership development and performance management, Curriculum & Instruction and school scheduling.

All of these assessments have proved critical: They’ve given us an outsider’s look at what we’re doing well (or not). They’ve also helped us reshape our thought processes about the inner workings of APS. We have encouraged our teams to think about the future rather than rely on past practices that may have worked 10 years ago. That doesn’t mean we toss out practices that work; rather, it’s forced us to look critically at what we do while guided by this north star: How does it help students and schools?

We’ve revamped our Special Education Department’s organizational structure to better position it to serve students with disabilities and meet our goals.

As part of our effort to better serve students with disabilities, we’re being more deliberate with IEPs, clearly outlining support and resources students need rather than simply listing program names. This change will make it easier for staff to focus specifically on individual student needs.

Our Special Education and Teaching & Learning Departments have been collaborating and developing strategies to track data and be more consistent in how we handle Student Assistance Team packets for our gifted students and those with disabilities. We’ll use the data to determine the next steps to improve our processes.

Finally, we’re committed to serving our students with disabilities in the least restrictive environment possible. Toward that end, we’ve been meeting with principals, and they’ve already set their Year 1 and Year 2 goals for improvement.

In addition to engaging an outside consultant to review the district’s financial position and provide recommendations for improvements, Dr. Blakey has taken a significant step forward by collaborating with experts to establish an Office of Federal and State Programs. This new office is a crucial part of the superintendent’s strategy to consolidate funding, which represents a major shift in how the district budgets and allocates resources.

The change will lessen the potential for siloed operations, giving district leaders a chance to operate in a coherent fashion. In turn, that will provide more transparency and accountability as we work to make the best use of federal and state funding.

By eliminating a duplication of efforts, we can determine whether the way we’re allocating funding is making a difference in student outcomes – and will help us gauge the impact of our financial support to schools.

Beyond that, our Finance Department will hold mid-year budget reviews for departments and schools in December to assess how they’re doing in meeting their financial goals and to ensure they’re focusing on primary outcomes. The mid-year reviews allow us to better forecast and plan for the remainder of the fiscal year. Most importantly, they help us ensure the money we received this school year is being spent on this year’s students.

The Superintendent regularly meets with local and state leaders, including the governor, mayor, city councilors, county commissioners, the state secretary of education, law enforcement and legislators. She also engages with nonprofits like the United Way and chairs the ABC Community Schools Partnership. She meets with chambers of commerce and tribal leaders and started her own Business Advisory Council, a group of both small and big business leaders. Additionally, she makes herself available to meet with the media to discuss issues affecting schools and has held public events, such as the State of the District, to engage the community and invite its participation in what’s happening in schools. These efforts ensure the district is represented, strengthen community involvement and help create a positive presence in the broader community.

The Superintendent is strengthening her relationship with the Board of Education through regular, transparent communication. She meets quarterly with each board member one-on-one, is available by phone at all times and responds promptly to emails. She shares timely updates when incidents occur at schools, provides a weekly summary of her visits and activities, and ensures all board member requests are addressed promptly by the appropriate staff. She agrees to all meeting requests, follows up with additional information as needed and ensures transparency by sharing the same information with all board members equally.

The Superintendent is focused on building positive working relationships with administrators, teachers and support staff through consistent communication and engagement. She sends a weekly written message, regularly visits schools and recognizes outstanding staff through Employee and Teacher of the Month programs. The Let’s Talk platform allows staff to ask questions and receive prompt answers, fostering open communication. She conducts surveys to understand staff needs and holds regular meetings with employee groups, including a newly formed principals’ group and a developing teacher group. By emphasizing transparency and honesty, the Superintendent aims to build strong, trust-based relationships with her team.

At the direction of Superintendent Blakey, the APS Communications and Engagement Office has shifted its focus from crisis communications and high-level messaging to fostering deeper engagement and understanding of daily school activities. By prioritizing effective communication with families, the office supports principals and schools in sharing their messages and highlighting student achievements. It also is expanding its social media presence to enhance community connections and visibility. A key component of this change involves developing mutually respectful relationships with local media outlets, promoting constructive dialogue and collaboration that benefits both the district and the community. The Superintendent has also created a Family Advisory Board that she meets with on a regular basis.

Dr. Blakey has also launched Let’s Talk, a communications platform that is making us more responsive to our students, families, community, and staff. The online customer service tool makes it easier for our constituents to ask questions, request information, or share feedback about district operations. It tracks how long it takes us to respond—our goal is two business days. And it solicits feedback from those who reach out to us to gauge how we’re doing.

The Right-Sizing Committee is actively convening to tackle the challenges posed by declining enrollment in the district. As part of its strategic efforts, steps have been taken to expand Coronado Elementary School into a K-8 dual language school in response to community demand for such educational options.

This move aims to better serve families seeking bilingual education while enhancing enrollment prospects. Additionally, APS plans to debut an International High School, specifically designed to accommodate newcomers and provide them with essential services and support. By implementing these changes, the committee aims to create a more inclusive and engaging educational environment that meets the diverse needs of the community while addressing the overarching issue of enrollment decline.

The Superintendent also has met with the governor and the Public Education Department to discuss partnering on a statewide literacy center in Albuquerque, proposing several possible locations.

The Superintendent is actively evaluating school schedules to ensure that students have access to a variety of enriching opportunities, including electives, internships, mentorships and initiatives like Genius Hour. This assessment aims to enhance the educational experience by creating additional pathways for students to explore their interests and develop essential skills beyond the traditional curriculum.

In 2024, the New Mexico Legislature passed HB 171, requiring school districts to reimagine graduation requirements with an emphasis on flexible, personalized learning pathways. To guide this important process, an advisory committee has been formed, consisting of teachers, students, community members, principals and district educators. Dr. Blakey also has prioritized flexible use of time and funding, along with financial support for the TOPS program, for the 2025 legislative session, ensuring programs like Genius Hour can be continued and expanded.

The Superintendent is committed to visiting schools and engaging with students and staff, with a lofty goal of visiting all 143 APS schools by the end of her first year. During her first five months on the job, she visited 50 schools across the district, representing more than 2,500 teachers and staff serving more than 20,000 students. She targeted many early visits to new principals, hoping to discuss successes, challenges and their needs for district support.

She also visited classrooms, spoke with teachers and students, and observed lessons, showing enthusiasm for those using district-approved materials and quality teaching. In addition to providing support through staff, resources, and reorganizations, she celebrated achievements – including a Blue Ribbon School, the expansion of music and art in APS elementary schools and the launch of a mobile health clinic. The Superintendent also sent the entire APS executive leadership team to visit all schools during the first two days of school, documenting issues and debriefing daily to quickly resolve any obstacles to teaching and learning.