Trouble in Paradise

Journal story....

MHS principal under fire for student performance

MIDDLETOWN —
Tension between the Middletown City Schools central office and one of its principals is having a negative impact on student performance, some in the 6,400-student district said.

The Middletown Teachers Association says the district’s leadership has been lacking, and the superintendent and his staff are blaming their top administrators, namely popular Middletown High School Principal Carmela Cotter for not meeting performance standards for students and creating an environment of mistrust.

Two years ago, when Cotter was evaluated by Superintendent Sam Ison, she was praised for her leadership ability, according to a review of Cotter’s personnel file that was obtained by the Journal-News. At the time Ison wrote Cotter was working toward becoming an “accomplished administrator,” though the high school and the district needed to improve its state test scores.

When giving his assessment of Cotter after her first two years as principal, Ison wrote: “I have enjoyed working with Mrs. Cotter and have observed her deal with sensitive issues in a professional manner and always maintaining the dignity of all involved. That is a great trait for a leader.”

He called her “a valuable administrative team member.”

Now, it appears, Cotter’s contract as MHS principal, a position she has held for four years and a job that pays more than $100,000, may not be renewed, according to her latest evaluation performed by Elizabeth Lolli, the district’s senior director of curriculum.

Cotter was asked what happened to her leadership ability from 2012 to now. She said it was ironic her evaluation dropped during the last two years because she obtained her superintendent’s license and attended additional leadership training.

Word has spread throughout the district and Middletown community that Cotter’s contract may not be renewed. During the last several school board members, staff and students have made a point to compliment Cotter when addressing board members and school officials.

Cotter, who said the comments weren’t orchestrated, said she was “touched” by the kind words and called them “feel good moments.”

Dom Williams, president of the MTA, said what the district needs now more than ever — during a time when union members have expressed their displeasure with the district’s central office — is Cotter as MHS principal. He said her best assets, communication and compassion, are two of the things missing most in the district.

He said during her four years as principal Cotter has improved morale throughout the building. Not renewing her contract, Williams said, would be “a blow to an already bad climate.”

Cotter has been given an action plan, and Williams said he’s confident she can achieve anything.

“She has the whole package,” said Williams, who added he was “shocked” and “very disappointed” when he learned her contract may not be renewed.

Cotter’s contract ends of June 30, 2015. She makes $100,200 as principal, and said if her contract isn’t renewed she would seek employment in a different district or return to a Middletown classroom as a teacher.

Ison and officials have said the high school needs to perform better on the state report card and that responsibility falls on the principal.

MHS juniors passed three of the 10 indicators on the last Ohio School Report Card, according to the Ohio Department of Education. The school received a C for performance index and a F for indicators met. The district received an A for value-added, which rates the progress the same group of students makes from the first day of class to the last, for the second straight year. The high school graduates 90 percent of its students, slightly above the state average, according to the ODE.

In a letter dated Dec. 19, 2014 from Eric Gearhart, senior director of human resources, following Cotter’s mid-year evaluation, it stated that if her performance didn’t improve, then the recommendation would be for non-renewal of her contract. It said Cotter could meet in executive session with the school board to discuss reasons for considering the non-renewal of her contract.

Marcia Andrew, Middletown school board president, said it would be inappropriate to comment on specific personnel issues since she has no direct involvement.

But in general, she said, there is a lot of anxiety about the new evaluation process the state has required for all teachers and administrators.

“Under prior evaluation systems, almost all teachers and administrators received outstanding evaluations,” she said. “The new process may produce more balanced assessments of performance. For someone not used to having opportunities for improvement documented, they may focus too much on the negative, and interpret any formal criticism as conveying a message that the employee is incompetent, when it is not meant to do so. All of us should be trying to improve all the time.”

Cotter’s assistance/improvement plan, which she and Lolli signed on Jan. 15, 2015, said she needed to improve in these standards: continuous improvement, instruction, collaboration and personal professional growth.

Lolli wrote that Cotter “has not demonstrated leadership in these standards.”

The vision of the high school achievement is to meet seven of the 10 indicators on the Ohio Department of Education report card, however, “no clear plan of actions” exists to reach that vision or even begin moving forward that vision, she wrote.

Lolli wrote that lack of instruction “continues to be an issue” at the high school. During occasional walk throughs at MHS, instruction is “not occurring or partially occurring because students are not expected to achieve much.”

Lolli also noted that the collaboration between the high school and central office has been “severely impaired” by negative comments such as “battling between this person and the principal” or about “fighting to keep our principal.” When these types of issues occur, a leader steps in and stops the negativity, understanding that all are on the same team and conveying that to the staff, Lolli wrote.

“This is not happening at MHS,” Lolli wrote. In fact, she wrote, “some of this is actually fueled by the administrative team” at the high school.

Lolli noted that Cotter had done a “few things differently” in recent weeks, but the “lack of solid leadership and focus on student achievement is still missing.”

As part of the plan for improvement:

•Cotter must work with Lolli or someone else in the Central Office to understand the continuous improvement plan and get “a true plan” in place by Feb. 13;
•Cotter must visit with Hamilton High School and Fairborn High School to review how similar high schools removed the “excuses and improve achievement” for all students by Dec. 15, 2014;
•Cotter must work to “stop the negativity” by turning the staff’s focus to raising achievement and continuous improvement as opposed to excuses and reasons that tasks can’t be accomplished;
•Cotter and her team must generate a monitoring plan for students and expectations for learning that will be implemented in each classroom by Feb. 13;
•Cotter and her staff must review instruction at MHS and mark walk through and observation forms, offering assistance to those who are not meeting high standards of instruction by Dec. 20, 2014.

Cotter said she has completed her entire action plan and it’s “ready to go” for its presentation.

“We aren’t doing enough fast enough,” she said. “Everybody in the city agrees on that.”

Cotter said she understands some of the criticism she received from the administration. But instead of concentrating only on the negative, Cotter wishes the evaluation included the “whole story.” She said the “human side” of her position is equally important.

“Some of what was said hurt me professionally,” she said. “I served the district for 23 years. I hope people know how hard I work and how much I love the kids, the school and the community.”

She paused, then added: “If they decide I’m not good enough, well that’s their decision.”

After about 100 union members attended a public hearing last month to address the retire/rehire of Ison, several of them thanked Cotter for her leadership and support. When asked about Cotter’s performance and whether he’s concerned about the union’s reaction, Ison said everyone in the district is held to “high expectations.”

Then Ison added: “It’s not specially at her. It is all of us, Sam Ison included. We have two Fs (on the state report card). We are constantly looking at how we can get those two Fs up. We are looking K-12. You have 24 indicators and 10 of them are at the high school. Obviously, we are focused on what we need to do there.”

He understands that means the principal receives the most attention, good or bad.

“That pressure comes down to you and your building a lot of times because it’s right there,” said Ison, a former Lebanon High School principal. “It’s not Mrs. Cotter. It’s all of us. It’s perceived that way, it was perceived that way when Sam Ison was high school principal in Lebanon.”

SOUNDS LIKE ISON IS TRYING TO PROTECT HIS TURF AS HE USED LOLLI AS THE HATCHETWOMAN HERE. COTTER HAS HER SUPERINTENDENTS CREDENTIALS AND THE TEACHER'S UNION LIKES HER. APPARENTLY, WHEN SHE WASN'T A THREAT, SHE WAS OK. NOW, LOLLI AND ISON ARE NIT-PICKING AND TURNING THE GAME AROUND ON HER AS THEY THROW HER UNDER THE BUS. ISON AND LOLLI APPARENTLY HAVE NO MORALS OR SCRUPLES, NOR CLASS.

ISON ALSO SAYS THE HIGH SCHOOL NEEDS TO IMPROVE. GEE ISON, HOW ABOUT THE MIDDLE SCHOOL AND ELEMENTARIES? THEY NEED IMPROVEMENT ALSO. WHY ARE YOU JUST SINGLING OUT THE HIGH SCHOOL? LOOKS LIKE AN ATTEMPT TO OUST HER AT ALL COSTS HERE. HOW UNPROFESSIONAL.

SOME OF ISON'S COMMENTS IN THIS STORY CONCERING PERFORMANCE IS POOR IS INCREDIBLE. THEY WERE TOLERABLE UP UNTIL NOW AND ALL OF A SUDDEN, THEY NEED VAST IMPROVEMENT AND, APPARENTLY IT'S ALL COTTER'S FAULT. INCREDIBLE.

NO, COTTER ISN'T THE ONE WHO SHOULD GO. ISON AND LOLLI ARE. ISON IS NOW SHOWING HIS TRUE COLORS. LOLLI HAS PROVEN SHE DOESN'T WORK AND PLAY WELL WITH OTHERS AT MONROE, APPARENTLY TRYING TO DO IT AGAIN HERE. GET RID OF BOTH OF THEM SCHOOL BOARD. DO SOMETHING RIGHT FOR A CHANGE.

From the article:

As part of the plan for improvement:

•Cotter must work with Lolli or someone else in the Central Office to understand the continuous improvement plan and get “a true plan” in place by Feb. 13;
•Cotter must visit with Hamilton High School and Fairborn High School to review how similar high schools removed the “excuses and improve achievement” for all students by Dec. 15, 2014;
•Cotter must work to “stop the negativity” by turning the staff’s focus to raising achievement and continuous improvement as opposed to excuses and reasons that tasks can’t be accomplished;
•Cotter and her team must generate a monitoring plan for students and expectations for learning that will be implemented in each classroom by Feb. 13;
•Cotter and her staff must review instruction at MHS and mark walk through and observation forms, offering assistance to those who are not meeting high standards of instruction by Dec. 20, 2014.

Everything was ok for the longest time. Cotter was given glowing reports when she became principal of MHS. Now, based on this article, she has a target on her back with Ison and Lolli doing their dead level best to label her as (again, I like this word used universally) "disgruntled". Management never tries to understand why a person is "disgruntled". They don't want to hear it because it just may be an indictment on their management style. They just label them as such with no day in court offered. Ironically, the article says she has obtained her superintendent's papers. She is liked by the teachers and students and, ironically, about a hundred teachers went to the school board meeting a few weeks ago to voice some displeasure over the supers communication skills, and, (could be wrong here), the hostile work environment that is within the district. Now, as one the teachers seem to like, Cotter is in this situation. Sounds like she is being singled out, they want to make an example of her and they want her out of the way......because she is a threat to their egos....IE- she is liked. And you wonder why I'm a tad bit hostile toward management.

THAT's what I get from this article as to underlying tones of possibility processor. You don't see any of this as being a possibility? You'll have to forgive me if my opinion of upper management and the games they play with their subordinates. at times, goes beyond the point of decency in the working environment.

I can see where it's possible that they perceive Cotter getting her Superintendent's license as a threat and Ison and Lolli want to get rid of her before she's a threat to their jobs but I think this is very unlikely. I think it's a red herring that Cotter has thrown out there. It's never pleasant to hear that you're not doing a good job and it's easy to blame or look for excuses. Unfortunately I can understand where Cotter is coming from given her good previous reviews. This was definitely an admin screw up.

But if Cotter is tasked with making major test score improvements and she doesn't even have a plan to make it happen it makes me wonder if she's in the wrong position for her skill set. Cotter is a very friendly, supportive and likable person who cares deeply for the students and staff. I just don't know if she can be an effective change agent where, unfortunately, some ruffling of feathers is required.

The conspiracy theories and rationale for these actions distract from the efforts the administration and board has taken for years, to move Middletown forward. Ison just received a multi-year contract and retired. His position is therefore secure and sustainable. Cotter accepted the performance at the school she manages, needs to improve. There are existing superintendents whom are available to lead Middletown, and other MCSD leaders whom also have the superintendent license. For anyone to indicate Ison put Cotter on a performance plan as she is a threat to a long-term contract received is engaging in idle gossip and unproductive activity.   

Since contract renewals are coming up (and have been made at least for Mr. Ison), can the Journal-News get copies of the evaluations for Ison and Lolli? Ison has been with the district for four years, the last two as Superintendent. His previous position for two years was something like Student Achievement, or curriculum. Lolli has been a retread in MCSD for about the same number of years. So, do their evaluations reflect their ownership of High School performance? Ison's contract supposedly has a 90-day "you haven't done the job so goodbye" clause. If he does leave under that clause, guess who is the most immediate successor: Dr. Lolli! One side note, Dr. Lolli said in Mrs. Cotter's evaluation that she has not successfully followed a professional growth plan. I would say that obtaining her superintendent's license is about as high up the ladder that she can go. (Remember, Mr. Ison doesn't have his Ph.D, either). Once again, just 1chmoore, on the side of the road watching the parade.

wow--what an interesting read today, from the sensationalism of the large MJ article to the outside of the school system postings here....
A lot of validity coming from everyone, and as usual, throwing blame instead of shouldering blame.

So--I know that u r all anxiously awaiting spiderjohn's insight!! lol..

Our school performance(and city admin performance) has been rated poorly for close to two decades. We are no longer blue ribbon or all-American. Jerry Lucas, Paul Walker, Tiger Ellison, Armco International, downtown, Breiel center, Towne Mall etc. are long-gone. The leadership void and upper-income family exodus was replaced by fed gov-subsidized families, and the result has lanquished for over ten years.

Who is responsible? Short answer is ALL OF US imo.
No one wants to get deeply involved without a substantial payday, and everyone is far too comfortable continuing to vote/support the same names that they have seen for decades even though they haven't made much dent in our progress.

New faces are brought in by the power brokers to preach the same message and use the same tactics, chanting the mantra, "the fix will take time--it can't happen overnight". Well--those of us that have been here throughout have heard it all for far too long without anything improving much around us, while immediate surrounding communities have grown, experienced a greater level of success and passed us by. hmmm...

As for our schools--2 years ago the principal was given high marks--the teachers seem to like her--the students seem to like her. That is all good, though the progress has not been as steady or as much as hoped/needed. Now we read where she is an issue, and has to "improve academics, test scores and discipline immediately" while bringing up morale. Sounds pretty tough to impossible imo. Of course, our long-term administrators, BOE and supers are doing everything possible and blameless?

It is pretty much the same with city admin--the same crew controls everything(Council, MMF, Chamber, Admin), yet there is not a lot of accountability at the top. The blame comes down to people posting on MUSA and those not buying in to the methods used now and in the past.

YES--we are part of the problem also. We don't unite, put our foot down, and orchestrate some type of potential re-organization/change hopefully for the better. We simply don't try or work hard enough to better ourselves through the VERY tough process of "change". We remain divisive, pointing fingers everywhere but at ourselves. We are all responsible for the situation in which we find ourselves.

You make very solid points. There is much blame to go around, and occasional praise as well. If you read the sensational article, which is agreed, the Journal did a hit job on the district in National Enquirer style, Marcia Andrew references the fact the state changed the evaluation process recently. In her words, paraphrasing of course, you could do almost nothing, and get a fine evaluation. That has changed. That also changed the evaluation of the principal. If a principal is not held in a standard as required by the state, how can the principal hold teachers under her, for accountable measures. It has to be implemented, or the old system of showing up and you get tenure, never changes. Coincidentally, neither does increased performance. In a world everyone gets a trophy, don't you want some accountability for a change?

Factguy wrote: A man was walking downtown yesterday and discarded a cigarette butt. The city has a crew with a Director responsible for cleaning and maintenance. Viet Vet called city council demanding City Manager Adkins be removed from his contract for non performance. He failed to pick up a cigarette butt. Council is taking it under advisement.

Good one, but rather juvenile in nature. Wouldn't surprise me that only in this city would one find a top heavy, six figure ladened position of Director of cigarette butts. They seem to thrive on too much management and not enough workers in their department structures. Could it be that you are probably one of those excessive top heavy managers?

VietVet wouldn't call city council because he knows that there is no one home with any clue and if contacted, would waste another three months deciding on a solution and then only speak when they were told by the MMF as to what response to give.

Removing Adkins shouldn't rely on a cigarette butt being discarded. Better yet, just him showing up for work and participating in another day's work of city ruination should be enough to show him the door. He started the non-performance gig years ago as he successfully made the city look like a bombed out Dresden.   

Ok, the graph didn't work.  Here is the data, if you'd like to plot your own:

Vet, You and I have had our battles over time. Its great that we can agree to disagree. I have to agree with everything you said in your response to the article. Mrs Cottler is a true gem for Middletown High. She is the person to guide staff and students. In the article is says she was sent to observe 2 principals. Hamilton where the principal had only been in the position for a year. Here is some food for thought. The 2nd observation was at Fairborn HS. Any idea who the principal is? Well his name is Mr. Gene Lolli. That's right.....Libby Lolli's husband!!!! Real fair evaluation. Maybe just maybe Mrs Lolli is trying to get her husband here. Just food for thought. Google Fairborn High School to verify what I'm saying!

Hey factguy! Not sure where you came from nor do I care. Get your facts straight. This is a post from the Journals website. It is from Phil Salm who was the school resource officer for a long time. He knows Mrs Cotter better than anyone!

Posted by psalm9141 at 9:36 a.m. Feb. 9, 2015
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I write this reply as a warning to the schools and the community that has already lost too much. Please heed my warning.

I warn you not to evaluate Mrs. Cotter on test scores alone. Test scores are just one small part of what makes up a kid. Think of what our society would be if we only judged each other on test scores. Think of how many people would be passed over because they couldn't score high on a test. How many good workers would be passed up if it was all about grades? The hard workers who tested low because they had a learning disability, worked two jobs on top of being a student to help pay bills or lived in a house where mom and dad work two jobs and its their responsibility to help care for their younger siblings.

Yes, I said it, but those are just a handful of challenges facing Middletown students. Middletown has some rough edges. I know, I lived and breathed Middletown for fifteen years as an officer in Middletown. More importantly, the last seven were spent as the school resource officer at Middletown High School. As the school resource officer, I had a unique look at the community and school district since I was an outsider working on the inside. I can tell you personally, that you are missing the bigger picture by only looking at grades as a benchmark.

I urge you to judge Mrs. Cotter by her entire body of work and not just one element. She took over a school that was in turmoil and disarray. Anyone who worked in that school eight years ago would tell you it was night and day difference from then till now. The attitude from the top to the bottom was terrible and she was a key part to changing it. Everyone wants to look at test scores especially the ranking school officials because they can easily make a decision on that. "Passing" you stay-"Failing" your gone, but that about the hard look?

Where do we evaluate a person on making a better student? Not just on test scores, but a student learning to be a better citizen. Face it, that is what schools are really producing. Kids learning to be adults. Look back eight years ago at the scores, discipline and arrests. Also look back eight years ago and look at the community. The school is a direct reflection of the community. The community financially was sliding downhill and so was the school. Take a look now! That city is no better off, but discipline is better, the school is above average in graduating seniors and I can assure you, attitudes in the school are better. Look no further than the School's Union coming to the defense of the person who disciplines them! I can also assure you, the environment at the high school is better than the one in the administration building. And that is what is truly driving this.

Look deep Middletown. You are a great community and over the past twenty years you've lost a lot. Don't let this opportunity pass you by and loose another key element. This is not about money, its about politics. Look at the big picture and ask yourself, "Are Middletown Students better or worse with Mrs. Cotter at the helm?" Stand up for Mrs. Cotter as she stands up for each student in that district. Not just the kids at the high school, but every kid in that district. I say that because I know she is the last person to give them a hug before they become citizens by placing their tassels form one side of their cap to the other.

Respectful Submitted,
Philip Salm

Factguy wrote: Its disappointing when the city and school board begins to hold all to accountable standards and results, excuses, mutiny, and circle the wagons to protect statusquo come to the forefront. The newspaper article was providing more details (for those that didn't already know it), what created the union "outcry" associated with Superintendent  Ison. The fuel for the outcry was Ms. Cotter, who orchestrated the participants and involved Rick McCrabb to stir things up. It was unsuccessful, as all know, with Superintendent Ison getting a nice contract after retirement. As for the graduation results, success and improvement is measured on performance improvement and closing the gap. It is the acceptance of mediocrity that has stymied Middletown, when so many within the musa community suggest they want it to improve. You cried foul when section 8 was high. To address that, city council and Doug Adkins reduce it. You all were upset by that action. You decry how the district school district is failing and must improve. The district holds a principal to be accountable for turning the scores around. You say she's a victim, and mediocrity is acceptable. Go figure.

A little off subject with the Section 8 comment Factguy but city council, under the Gilleland Administration, and Adkins, as her right hand man in tearing down everything in sight and declaring the city 54% poverty, were both participants in the Section 8 ghetto making crap that has occurred. Adkins and the clowns on council get no credit for trying to reduce it when they helped increase the numbers to begin with.

Mediocrity has always been acceptable in the school district. Look at the condition of the academics. Been that way for over a decade.

Look at the proficiency test scores in all grades in all categories, the low indicator numbers and the years at Continuous Improvement and tell me that the "gap is closing" Horsecrap!

It is NOT the "acceptance of mediocrity that has stymied Middletown". It is the bullheaded mindset of the city leadership, refusing to listen to and deliver against what the people want while focusing on an agenda that was, and is, a special interest, misguided, misdirected cluster of poor decisions that no town would follow if they wanted to succeed.

Funny, Cotter said there was no orchestration in the school board meeting with the teachers. You disagree. Where did you get your information to differ from Cotter?

WHY is it just now, after years of school performance ineptitude, that the "city and school board is now adopting the accountability"thing? Seems to me that the time is awfully suspicious just after Ison was called for his inability to provide a decent working environment for his subordinates. The guy has issues being a super and the top administrator for the district. He is not willing to admit he has issues and that makes him a poor leader if his idea to improve is to rid himself of all of his critics. When you exhibit an unwillingness to admit that you are human and have flaws, and are unwilling to work to improve yourself, you cease to be an effective leader. How can you judge other's flaws as a manager if you can't fairly judge your own flaws? In this case, Ison has chosen to also add a flavor of vindictiveness to his personality to add to his unwillingness to change. Fire the man....and make it a doubleheader by firing Lolli. Both have now demonstrated they are a cancer for the district and will only be a liability from now on. Why keep them?

Smartman/Philip Salm,
         Thank you for such a great and poignant reply. Factguy is a spin meister and doesn't deal in truth or facts.
Your reply is very important to the future of Middletown. I would only add that we can watch and count on Marcia Andrew's leadership to come through. The world and Middletown is in turmoil and chaos we need strong responses like your to keep us on course.
          Paul  Nagy