Second of two audits directed by the governor proposes nearly 40 actionable recommendations for systemic instructional changes at MPS to accelerate student outcomes and well-being
MADISON — Gov. Tony Evers today released the second of two independent audits of Milwaukee Public Schools (MPS). This is the second of two comprehensive, independent audits that Gov. Evers directed with the support of the local community following the district’s failure to submit statutorily required annual financial audit reports to the Wisconsin Department of Public Instruction (DPI).
The audit report, released publicly today at the direction of the governor, relates to the instructional policies and methodologies at MPS, including classroom learning environments, efforts to support educators and their work in the classroom, professional development and coaching policies to provide more opportunities for educator and staff growth, and addressing external factors affecting classroom learning, among other areas. The report identifies four overarching goals for the district—“levers” for academic success designed to accelerate student outcomes and well-being—with 12 associated objectives and nearly 40 specific and actionable recommendations for improvements.
“Directing these independent audits of MPS was always about doing what’s best for our kids—to help improve student outcomes, create a culture of high achievement, better support the work of our educators, staff, and administrators in helping our kids succeed, and begin the work of restoring trust between the community and the district. Now that the second of two independent audits of MPS has been completed, MPS has the blueprint it needs to do this important work, including concrete steps and recommendations they can begin to implement toward ensuring every kid in Milwaukee has access to a high-quality public education,” said Gov. Evers. “I’m incredibly grateful for the good work of the folks at MGT Impact Solutions LLC, who’ve been essential partners in this important work and have been helping support the efforts at MPS over the course of the past year. It’s always been important to me that MPS has the tools and support it needs, and these independent audits were a critical step toward helping get MPS back on track toward doing what’s best for our kids. With new leadership, I think the district is taking steps to be headed in the right direction, and I look forward to the district implementing these audit findings and recommendations without delay.”
The governor last year announced he would be providing the necessary resources to conduct two outside, independent audits of MPS and directed $5.5 million to support both efforts. Gov. Evers, earlier this year, announced he directed the remainder of those resources—about $3 million—to help ensure MPS can immediately begin implementing the audit recommendations. The governor also proposed including an additional $5 million in the 2025-27 Executive Budget to provide ongoing support to address audit results and implement audit recommendations. Unfortunately, last month, Republicans on the state’s budget committee removed this provision, along with more than 600 provisions, from the governor’s budget.
Last summer, Gov. Evers announced that MGT Impact Solutions LLC had been selected by his administration to conduct an outside, independent audit of MPS and that he would commit the necessary resources to proceed with conducting operational and instructional audits of the district after the effort received support from area legislators, MPS School Board of Directors, and community leaders, among others. MGT’s team has direct experience working in public schools and includes a former educator, as well as experience conducting operational reviews and providing strategic support to school districts. In their response to the proposal, MGT committed to a “strategic, student-centered approach” in their work to make “evidence-based recommendations to improve central office effectiveness and efficiency.”
MGT’s full report of the operational audit announced in February is available here.
In its instructional audit of MPS, MGT recommends MPS adopt four overarching goals with 12 associated objectives and dozens of specific recommendations outlined below to improve student outcomes and the well-being of all MPS students, including:
Fostering Visionary & Student-Centered Leadership
Establish a vision for teaching and learning;Position principals as instructional leaders; and Establish Intentional staffing systems.
Creating Ambitious Instruction & Learning
Enhance teacher collaboration, planning, and professional development;
Support implementation of new curriculum resources; and
Guarantee access to evidence-based reading instruction.
Supporting a Culture of Support & High Expectations
Nurture collective efficacy;
Provide intentional access to opportunities; and
Define and support positive student culture.
Establishing Authentic Partnerships with Families & Communities
Establish a vision for family engagement;
Empower families and community entities as partners; and
Replicate successful practices districtwide.
MGT’s instructional audit of MPS is available here. The audit identifies 38 actionable recommendations for MPS:
Establish a focused vision for teaching and learning for MPS;
Create clear expectations, measurable goals, and an action plan aligned with the district’s vision; discontinue any initiatives that do not align;
Restructure central office roles to explicitly support the newly established vision and create robust structures for collaboration aligned to goals and action items;
Clarify how specialized school structures fit into the district vision and align systems and supports to maximize their impact;
Consolidate the number of grade configurations to allow for increased focus and collaboration across schools;
Set clear expectations for instructional leadership and hold principals accountable consistently across the district;
Restructure the principal supervision to ensure that support is focused on improving teaching and learning and cultivating an exceptional student experience;
Re-envision professional development for principals to prioritize instructional leadership and alignment with the district’s vision;
Implement a strategic staffing process to ensure that high-need and specialized schools have principals whose skill sets match school needs;
Consider procedures and incentives that ensure the highest-need schools are staffed and supported appropriately by highly qualified teachers;
Utilize data on student performance, implementation of evidence-based practices, and stakeholders’ experience to make staffing decisions;
Create a professional development plan that is clearly and narrowly focused on the implementation of the district’s vision and goals;
Prioritize job-embedded support over districtwide professional learning sessions where possible to allow for customization and ensure that professional development time is meaningful and directly applicable to teacher practice;
Create and protect space in teachers’ schedules for authentic, structured collaboration at least weekly and provide robust training and coaching on the Professional Learning Communities (PLC) process;
Generate buy-in from teachers by emphasizing the rationale and research behind key district-adopted materials;
Create concrete guidance for how to implement district-adopted resources, including curriculum maps, pacing guides, and clarity on the appropriate use of supplemental programs;
Create a realistic plan for the implementation of new curricula, including all training and support, even if that means slowing down adoption and implementation processes;
Implement a lesson internalization process embedded within PLCs;
Require all teachers, school leaders, and district leaders to complete comprehensive training in Structured Literacy;
Create clear guidance for schools and teachers to implement Structured Literacy, including timing, pacing, use of resources, and guidance for tier I, tier II, and tier III instruction;
Align systems to support the implementation of Structured Literacy, including modeling and coaching, walkthrough protocols, PLCs using Aimsweb data, and intervention structures;
Create systems at the district level to hold all schools accountable to high expectations that are clearly aligned to the district vision;
Create systems for communication, including clear norms for how and when information is shared, from senior leadership to school-based staff, that empower staff and promote collaboration;
Systematically identify, celebrate, and analyze successes so that best practices can be shared across the district;Revisit enrollment procedures for schools that offer specialized opportunities (e.g., Montessori, Bilingual Dual Language, IB, STEM, Fine Arts, etc.) to ensure equitable access for all students;
Reprioritize funding and/or partner with community organizations to supplement extracurricular opportunities in schools that do not currently have robust options for their students;
Create a districtwide vision for positive student culture and evidence-based disciplinary practices;
Support all staff in collectively implementing foundational routines and strategies for proactive classroom and school management;
Collaborate with school staff about the process for addressing serious behavior incidents and clearly communicate the rationale for consequences that are aligned with the district vision;
Consider structural and policy changes at the district level to address disparities in suspensions, including grade configuration and resource allocation;
Create a vision and set measurable goals for family partnership and advocacy in MPS that are aligned with evidence-based best practices;Clarify the Parent Coordinator role and set clear expectations for their work;
Provide training for staff aligned to the district’s vision and focused on evidence-based strategies for family engagement;
Build systems to seek authentic feedback from families on focused topics and clearly communicate how feedback is implemented;
Fully leverage Parent Engagement Organizations and the District Advisory Council in strategic planning;
Provide training and guidance for teachers focused on building relationships with families and fostering two-way communication;
Set clear, measurable goals for family engagement at the school and district level and collect data to monitor progress and identify successes; and
Create a PLC structure for Parent Coordinators to monitor school goals, brainstorm solutions to tough challenges, and amplify strategies that are proven to be effective.
An online version of this release is available here.
