Division of Operations
Our Theory of Action
IF WE maintain a coordinated operational system grounded in leadership, explicit goals, accountability, high standards of customer service and regular stakeholder engagement, structures to support team development, and we value our staff…
THEN WE CAN provide ALL students in the Cleveland Metropolitan School District with the necessary structures to focus on learning by…
- Providing clean, safe, welcoming facilities (Facilities-Trades);
- Giving students healthy and nutritious meals (School Nutrition);
- Transporting students safely and promptly (Transportation);
- Optimizing operational functions to support schools and district offices with mail and copier services (Mail-Copier Services)
- Sending and receiving of essential materials and technology, in order to manage assets efficiently, and support streamlining of resources (Distribution and Logistics);
- Implementing technology tools and support to empower schools’ advancement of learning and teaching (Information Technology);
- Manage the strategy for increasing the number of high-quality seats and offering a diverse portfolio of schools and programs aligned to citywide needs, including creating and maintaining plans for the long-term sustainability of our buildings (capital improvements and policy & planning); and
- Fostering positive relationships and clear, consistent communication with all stakeholders. (All)
IN ORDER TO support a more fair, just, and good system of education, we want each of our learners, our scholars and each of their educators, to be individually and collectively presented with academically/intellectually complex tasks that are worthy of their productive struggle and allow them authentic opportunities to demonstrate their work and their learning of academic content and transferable skills in a joyful and adventurous environment.
Using the Division of District Operation's Theory of Action as a guide, the District identified (4) four priority areas to direct our efforts, address and reduce challenges, and guide our district to allocate District Operation resources purposefully. Over the next five years, District Operations will use these priorities to guide efforts and prioritize initiatives. Teams will monitor progress against the goals in this plan to understand how their work is supporting the following four priorities.
Priority 1: Systems for Proactive Planning and Coordinated Action
The Division of District Operations will become a cohesive and coordinated team that works together, shares information openly, and sets common goals.
Priority 2: Human Capital Management
The Division of District Operations continuously recruits and retains high-quality talent and recognizes employees’ strong performance.
Priority 3: Timely, Quality Customer Service
The Division of District Operations works tirelessly to provide schools with high-quality, timely service that solves problems and enables schools to focus on learning and teaching.
Priority 4: Continuous, Data-Driven Improvement
The Division of District Operations not only develops but regularly tracks progress towards ambitious team goals that support student learning.
Leadership
Chief of District Operations - Karen Thompson
Executive Director, Capital Improvement & Architectural Services - Hollie Dellisanti
Executive Director, Facilities & Trades Services - Aaron Creel
Executive Director, Food and Nutrition - Robert Gorman
Executive Director, Policy & Planning Services - Melissa Skelly
Executive Director, Transportation - TBD
Executive Director, Cyber Security & IT Risk Management - Lou Marich
Executive Director, Learning Technology & Training Services - Shawn Braxton
Executive Director, IT Service Delivery & Management - Joe Costello
Executive Director, Software & Data Solutions - Nikki Bruscino
Executive Director, IT Strategy Execution & Governance - Jeanelle Green
Manager, Central Buildings & Mail Services - Jozetta Totten
Manager, Distribution & Logisitc Services - Victor Monroig