The Influence1 Foundation, a 501(c)3 non-profit organization, was organized exclusively for purposes to include educational management, community engagement and economic development. Initiated as a philanthropic measure of its founder, Influence1 has grown to serve the local community in multiple capacities with varying programs geared for community and youth enrichment.

In addition to its charter schools, City University School of Liberal Arts, City University School Boys Preparatory, City University School Girls Preparatory, and City University School of Independence, Influence1 is also responsible for the 38106 Joint Agency Collaborative, 1Urban Gallery, and the Memphis Starts With Me^© community program.

City University Schools

City University Schools is a network of open-enrollment college preparatory schools established under Tennessee charter school laws in under-resourced communities throughout the state.

Since its founding in 2004, City University Schools strives to meet the need of public education as well as the demand for alternative institutions committed to post-secondary preparation.

Each school operates on the principles of providing a valuable, well-rounded academic experience through the support of a diverse and dedicated group of qualified educators and administrative staff, an extended school year and rigorous college preparatory curriculum.

Mission

City University Schools will prepare its students with the necessary skills to be twenty-first century scholars and citizens. As college preparatory schools operating as Centers of Excellence for Student Development, City University Schools will provide academically rigorous and socially enriching educational opportunities for its scholars. Upon graduation, these scholars will be better prepared to enter secondary education and college as intellectually sophisticated citizens with vigor for learning.

The Dean of Academics is primarily responsible for the ongoing development, implementation, and assessment of the curriculum and learning at City University Schools. The Dean is responsible for assisting the Campus President in providing the instructional and administrative leadership necessary for addressing student achievement, ensuring rigorous instruction, and driving the overall academic effectiveness for all schools. The Dean will be responsible for creating an environment that delivers quality instruction, develops teachers, and enables students to make significant growth each academic year. The Dean will also observe teachers, provide instructional coaching and manage teacher performance evaluations with the Campus President.

The Dean of Academics oversees all facets of the school’s operation that directly impact student learning. This includes the monitoring of classroom instruction, management of all internal and external assessment data, and management of the schools daily schedule and structure. The Academic Dean is responsible for direct oversight of instructional staff. The Academic Dean reports directly to the Campus President and works closely with the Chancellor and his designee(s) in order to achieve ambitious academic outcomes.

Primary Responsibilities

Responsibilities for the Dean position will include, but are not limited to the following:

• Research, design, and/or supplement the academic curriculum for all subjects and grades in all schools based on successful models and approaches; in alignment with the school’s charter, School Improvement Plan, and any associated academic growth or school-wide improvement plans;
• Plan and execute professional development opportunities for teachers including workshops on interpreting data, curriculum mapping, vertical alignment, and other external professional development opportunities;
• Direct the school's standards-based assessment strategies and systems to support a data-driven culture where assessments are used to increase learning and support all students;
• Oversee the development and implementation of a rigorous, college preparatory curriculum including an academic approached aligned to state standards and assessment processes;
• Monitor grade-level progress against scope and sequence benchmarks;
• Assess the efficacy of curriculum and interventions, vet innovative programs/resources, oversee implementation of curriculum and interventions, and make recommendations as needed (including special education);
• Develop and execute a framework for the strategic use of data; support the team in using student and staff performance data to drive improved teaching and learning;
• Support teachers in designing effective and rigorous lesson plans with specific, measurable, and standards-based objectives;
• Observe classes regularly and create a system for timely and relevant feedback;
• Facilitate collaboration and sharing among teachers including peer observations, coaching and mentorship, and joint planning sessions;
• Manage the SPED Faculty Lead and oversee all IEP, SST, and 504 meetings as necessary;
• Work with intervention specialists to provide constructive feedback on teachers’ planning and assessment materials to ensure that our students’ diverse learning needs are being met;
• In conjunction with the administrative team, coordinate summer staff orientation and curriculum development; ensure access to and participation in high-quality internal and external professional development for staff; throughout the school year;
• Participate in staff recruitment; staff orientation, student/family recruitment, and student/family orientation;
• Collaborate with the Campus President, Dean of Students, the Special Education Lead, the Guidance Counselor, and other school staff and community partners to maximize the schools’ ability to support students’ academic and socio-emotional development; and
• Performs other related duties as required and assigned.

Essential Priorities and Development Opportunities: 

Internal Summative and Formative Assessment Systems

• Through collaboration with teachers, oversee the design of summative benchmark assessments to measure growth and identify performance gaps at the unit level.
• With teachers, perform data analysis of formative and summative assessments to identify gains and performance gaps.
• Through weekly collaboration with teachers, facilitate and evaluate assessment-driven and student-specific methods for (re)teaching, enrichment, and further individualization.
• Work with teachers to design and administer (re)assessments following (re)teaching and differentiation.
• Using PowerSchool and Teacherease, oversee the entry of internal assessment data that is in alignment with the schools’ academic systems. Ensure that students’ mastery grades represent a valid and reliable measure of student performance.

Benchmark Assessment

• Train staff and oversee the administration of benchmark assessments including the NWEA MAP Assessment and other externally-created benchmark assessments.
• With teachers, perform data analysis of benchmark assessment data to identify gains and performance gaps.
• Develop effective systems and structures to communicate student performance data to all stakeholders, including students and families.

Statewide Assessment

• Serve as the school’s testing coordinator, overseeing the successful administration of all state assessments. Train staff and ensure that each test administration follows all district and state guidelines.
• Analyze external assessment items and samples to inform classroom instruction and the creation of interim assessments.
• Annually, develop a systematic plan to prepare students for the state assessment, including the development of a school-wide tracking system and investment plan.
• Develop internally-created practice assessments that are in alignment with state assessments and can be used to measure students’ proficiency on the state assessment.
• In collaboration with teachers, perform item and trend analysis on all practice assessments to identify gains and performance gaps.
• Through collaboration with teachers, facilitate and evaluate assessment-driven and student-specific methods for (re)teaching, enrichment, and further individualization.

Teacher Coaching and Support

• Conduct weekly observations of teachers’ instruction and provide substantive, data-driven feedback that leads to sustained teacher growth and improvement over time.
• Provide weekly planning feedback to teachers surrounding lesson plans and daily instruction.
• Using observation tools and data, perform trend analysis and classroom-level performance targets to improve teaching effectiveness.

Professional Development

• Collaborate with the Campus President and the administrative team to design, implement, and evaluate school-wide teacher professional development consistent with the school’s mission and model, and students’ needs.

1. Design and conduct summer Teacher Orientation sessions.
2. Design and conduct ongoing and sustained professional development during the school year.

• Coordinate and support individualized teacher professional development, and assist teachers in the development and assessment of professional development plans.
• Conduct formal evaluations of teacher’s performance in order to track teacher growth over time and assist teachers in the development of individualized and sustained professional growth.

Teacher Leadership

• Collaborate with the administrative team to design, implement, and evaluate differentiated roles for teachers through which leadership and new competencies can be developed.
• Support teacher leadership through coaching and facilitation relative to teachers’ individual leadership goals.

Student and Staff Culture

• Cultivate and sustain a culture of achievement and excellence among all faculty, staff, and students.
• Develop and implement an investment plan for teachers and staff to sustain a positive and healthy school culture and climate.
• In collaboration with the Campus President, consistently evaluate staff and student culture, and plan targeted interventions to address gaps and areas of concern.

Supporting Parent Involvement

• Identify, design, and support methods of involving parents in their student’s education in meaningful ways.
• Support teachers and all school staff in developing and sustaining strong relationships with parents and families.
• In collaboration with the Instructional Facilitator(s) and Director of Student Life, coordinate parent and community outreach efforts.
• Articulate and model the school’s values to scholars, families, staff and the community.

Daily Schedule and Structure of Instruction

• Maintain and adjust a daily schedule that prioritizes instructional time.
• In collaboration with the administrative team, adjust and revise school structures and systems to respond to observational data and student performance measures.
• Design and implement Community Meetings that target specific academic areas of growth, to include differentiating structures by grade level.

Reports and Academic Team

• Supervises and Manages the Guidance Department
• Supervises and Manages Instructional Facilitator(s)
• Supervises and Manages the SPED Department
• Supervises and Manages the Director of Student Life and Co-Curricular Programming