Listening, Learning, and

Leading

Emmanuel Caulk August 24, 2015

Pre-entry:

•June 27, 2015 to August 2, 2015

Entry:

•August 3, 2015 to February 2016

Development of Action Plan:

•February to March 2016

Presentation of Action Plan

•March 2016

Entry Plan Phases

LISTEN

LEARN

SHARE PLAN

ACT

Steps in the Transition

Superintendent’s Core Values

• Students First

• Victory is in the Classroom

• Leadership, Capacity Building, Shared

Accountability and Collaboration for

Results are Keys to Success

• Families are Our Partners

• It Takes an Entire Community to Ensure

the Success of Our Public Schools

Shared Vision and Value Driven Culture

Great Staff

Shared Accountability for Results (Performance Management)

Student Centered Learning that Prepares Every Child for Success in College, Career and Life in a Global Society

Effective and Efficient Internal Processes

Student, Family, Community Engagement & Partnerships

Theory of Action: Building & Sustaining

a World Class System of Great Schools

Entry Plan Goals

1. Establish and Ensure Effective District

Governance Through Positive and

Productive Board-Superintendent

Relations.

2. Develop a Plan that will Build Upon the

Work of Previous Administrations to

Accelerate Student Achievement and

Increase Educational Outcomes for All

Learners.

Entry Plan Goals (continued)

3. Improve Public Trust, Commitment, and Confidence Through Open, Honest Communication and Responsive Corrective Action to Identified Barriers to Improving and/or Accelerating Student Achievement, Closing the Opportunity Gap, and Empowering Great Leaders, Teachers and Staff.

Entry Plan Goals (continued)

4. Increase Organizational Effectiveness and Efficiency Through Implementation of Systems, Structures and Processes that Foster Accountable Adults Who Deliver on Results.

5. Establish a Supportive, Positive, and Effective District Climate and Culture Focused on the Improvement of Student Achievement and Closing Achievement Gaps Using a Continuous Improvement Model.

Entry Plan Activities

1. Quantitative and Qualitative Data Collection

• School, Special Program and Worksite Visits

• Listening Sessions

• One-on-one Meetings

• Surveys

• Curriculum Audits

• Organizational and Structural Reviews in 10

domains

2. Document and Data Reviews

3. Environmental Scans

Listening and Roundtable Sessions

• Students • Families • Employees • Community-at-large • Elected Officials • Business Partners • Faith-based

organizations

• Civic, nonprofit, philanthropic and other local service organizations

• Education Advocates • Government

Agencies • Media outlets

Surveys

• Opening of Schools Survey of Principals • Organizational Health Inventory of District

Support Services’ Employees • Staff Engagement Survey • Student Engagement Survey • Family Engagement Survey

Curriculum Audits

• English as a Second Language Services • Gifted and Talented Services • Special Education Services

Evaluation of 10 Domains

• Vision, Strategy and Culture

• Organizational Structure and Policy

• Human Resources • Finance • Operations

• Academics • External Affairs • Data Accountability,

Research and Evaluation

• Central Services • School Management

Desired Results

• Establishment of a high-functioning board-superintendent team.

• A renewed sense of energy, optimism and engagement from students, families, employees and community.

• A comprehensive summary of findings, observations and information gathered.

• A well-articulated path for moving the Fayette County Public Schools from good to great.