Managing Director of High Schools (26-27)

The Managing Director of High Schools (MDHS) leads the improvement of KIPP Team & Familys existing high schools and builds the long-term design for what a KIPP TEAM & Family (KTAF) high school should be. The role starts with the schools we have driving four-year college matriculation SAT and GPA outcomes and student and staff culture and grows into the org-wide strategy work that determines what our high schools become.

The MDHS reports to the CAO and is also a member of the Newark regional leadership team working in close partnership with the Managing Director of Schools in Newark. Over time the person in this role may also join the Camden Paterson and Miami regional leadership teams to support high school-specific outcomes and workstreams. 

Scope of Responsibility

• Newark: Direct management of high school School Leaders.
• Camden Miami Paterson: Dotted-line management of the high school Principal Manager in each region; accountable for partnering with those managers to produce strong high school outcomes. Our Paterson high school will be founded in the near future and the person in this role will help to inform and shape the school design.
• Org-wide: Owns the KTAF high school strategic plan and leads a cross-functional team of high school specialists.

Priorities

Priority 1: Improve our current high schools: This is the first job and the one that matters most in year one. Raise four-year college matriculation by moving our topline SAT and GPA goals and improve student and staff culture.

• Serve as the Principal Manager for Newark high school School Leaders set goals coach observe and hold the bar.
• Set annual academic and culture goals with School Leaders aligned to org-wide strategy and approved by the CAO/CEO.
• Drive SAT and GPA topline goals and four-year college matriculation across the high school band.
• Improve student culture and staff culture measured by survey results attrition attendance and walkthroughs.
• Monitor school health indicators and intervene where schools are off track.

Priority 2: Lead and rally the high school specialists: Build one high-performing team out of the people whose work touches high schools across Teaching & Learning Special Education Student Experience and KIPP Forward.

• Direct management: high school Teaching & Learning and Special Education.
• Dotted-line management: high school Student Experience and KIPP Forward.
• Set a shared vision agenda goals and standards across this group so high schools get coherent support rather than four separate workstreams.
• Collaborate with the Director of Special Education on strategy and programming for students with disabilities.
• Partner with KIPP Forward on college match strategy and post-secondary outcomes.

Priority 3: Coach and develop each regions high school principal manager: Camden and Miami high schools improve through the MD of High Schools influence and partnership not direct management.

• Hold a standing structured partnership with each regions high school Principal Manager through a dotted-line reporting relationship.
• Agree on outcome targets with each Principal Manager and their regional leader; review progress on a set cadence.
• Build a cohesive high school culture across the band shared norms common data protocols and real best-practice sharing between cities.
• Present high school perspective and best practices in regional leadership team spaces when appropriate. 

Priority 4: Build the KTAF high school strategic plan: Research design build and implement a plan that answers the question what makes a KIPP Team & Family high school in each of our regions.

• Assess the changing high school and post-secondary landscape in Newark Camden and Miami each city is different and the plan should say how.
• Address the need for alternative and therapeutic programming for students our current model does not serve well.
• Maintain an in-depth knowledge of research-based trends and innovation in the high school space. 
• Expand CTE and industry certification options in response to what our communities are asking for while holding our identity as college-preparatory schools.
• Evaluate innovative models dual enrollment and magnet designs.
• Define what is standardized across KTAF high schools and what is decided regionally.
• Own 8th-to-9th grade transition outcomes and ensure that our top-performing middle school students seek to enroll in our high schools.

Priority 5: Align regional leaders around high schools: Make sure high schools are well-resourced and sit at the center of each regions talent and resource allocation strategy.

• Collaborate with regional leaders in every region on staffing budget and facilities decisions that affect high schools.
• Develop emerging leaders and School Leader succession pipelines for high schools in partnership with the Talent Team.
• Serve as a partner to the Talent Team on high school talent acquisition leadership development retention and REI strategy.
• Ensure on-time school openings and grade foundings and successful starts for new high school leaders.

Key Outcomes

1. School performance
   • Four-year college matriculation and enrollment outcomes
   • Percentage of students hitting SAT and GPA benchmarks
   • Student achievement on standardized tests internal assessments and the state report card
   • Student and staff culture: survey results attrition attendance and walkthrough data
2. Talent development
   • Cultivating developing and retaining strong Teachers Assistant Principals Principals in Residence and School Leaders to increase the size of our leadership bench and to drive talented teacher retention 
   • On-time school openings and grade foundings leader succession readiness and successful outcomes for new leaders
3. Strategy
   • A completed adopted high school strategic plan with a funded implementation path

Qualifications :

Required Education and Experience

• Charter school experience
• Experience and results managing or coaching school principals
• Experience and results as a high school principal 
• 5 years leading high-performing leaders in a results-driven environment
• 8 years total work experience
• Bachelors degree

Additional Information :

Compensation & Benefits

KIPP NJ offers competitive salaries to newly hired staff members. Salaries are based on prior experience and in accordance with certification requirements. KIPP NJ offers a competitive salary range of $190000-$210000 for this position.

In addition to a competitive salary KIPP NJ  offers a generous benefits package including but not limited to the following:  

• Robust benefits that include medical dental and vision 
• Participation in the New Jersey Teachers Pension and Annuity Fund provided appropriate certification and role classification alignment
• Optional participation in the KIPP NJ 403b retirement plan including matching contributions
• A school-issued laptop
• Transportation benefits for TEAMmates commuting into Newark from the New York City area
• Generous Time-Off including 3.5-4 school vacation weeks (depending on the year) allocated sick and personal days and an extended summer break 
• Up to 12 weeks 100% parental leave for primary caregivers
• Employer paid life insurance
• Extensive optional ancillary benefits including short term and long term disability and accident and hospital indemnity

Our organization is an equal opportunity employer. All qualified applicants will receive consideration for employment without regard to race color sex gender age religion national origin citizen status marital status physical or mental disability military or veteran status sexual orientation gender identity or any other characteristic protected by applicable law. Our organization will make a reasonable accommodation to known physical or mental limitations of a qualified applicant or employee with a disability unless the accommodation would impose an undue hardship on the operation of the organization. No questions on this application are asked for any unlawful purpose.

#LI-NJ

Remote Work :

No

Employment Type :

Full-time