Superintendent Entry Plan

Transcription

1 Superintendent Entry Plan June June 2017 Dr. Crystalee (Chrys) Sweeting

2 Listening and learning to cultivate positive relationships for the purpose of: Educating every student and preparing and inspiring them to achieve their full potential Dr. Chrys Sweeting, Superintendent District Essentials Every Child, Every Hour, Every Day Coherence - Aligning Our Work Professional Learning Communities High Performing Teams Resource Accountability Positive, Professional Working & Learning Environment

3 Introduction Arlington Public Schools (APS) has a legacy of outstanding community and parental support. In addition to being recognized as one of the most innovative district in the region and state, APS is served by a high-performing team committed to educating all students, preparing and inspiring them to achieve their full potential. The purpose of this Superintendent Entry Plan is to outline intentional leadership actions to be taken during the first transition year as the new superintendent for APS. The process includes a variety of inclusive strategies building on current successes; identifying areas of need; and looking forward to the future, developing plans for the next five to seven years. During the recruitment and search process, the following leadership challenges and opportunities were identified: Maintain and enhance the innovative student-learning focused programs and priorities set out by the Strategic Plan and managed by the district improvement planning process; Refine the Strategic Plan to refocus priorities and goals for the next five to seven years; Continually invigorate the health of the collaborative culture and the work of the high performing teams; Champion the existing use of research, data and positive results in decision-making at all levels; Foster and strengthen the positive, open, and engaged relationship with our community, parents, residents, businesses, service groups and legislators; Continue to focus on growing educational opportunities which align with the employment needs of regional businesses; and Ensure continued financial stability of the district.

4 Phases Pre-Entry Entry Update Report Summary Report June 13-30, 2016 July 1-Dec. 31, 2016 Jan. 20, 2017 June, 2017

5 Structure Transitional leadership activities are geared toward active listening and genuine engagement with stakeholders. The following are core components of the plan: School Visits Tour District Boundaries and Non-School Properties Data Analysis and Document Review Media Engagement Attending Community Activities Meetings with Key Stakeholders (group and one to one) Cabinet Members Principals and Assistant Principals Central Office Leaders Community Leaders Union Leadership Mayor Elected Officials Other Community Leaders

6 TRANSITION GOALS Develop and strengthen the governance team/ Board/Superintendent relationship. Prepare Entry Plan and share it with the Board of Directors, Leadership Team, Cabinet, and various community groups for feedback and suggestions. Engage in one-on-one meetings with individual Board members. Establish Board meeting agenda planning dates. Confirm Board Study Session dates and tentative topics. Partner with the Board President and NWESD 189. Superintendent to plan first Board Summit (Work Session) to gain clarity on communication protocols, roles, responsibilties, norms, expectations for first year, agenda setting, future work session dates and professional learning opportunities for the Board Superintendent Team. Establish communication protocols and expectations Determine ongoing Board development opportunities such as Washington State School Directors Association or national conference. Outline plan and next steps for revisiting the district Strategic Plan. Establish a structure and/or expectations for responding to stakeholder concerns, comments and feedback.

7 TRANSITION GOALS Nurture vibrant collaborative relationships of the high-performing teams and understanding of the organizational capacity to meet the Strategic Plan. Meet one-on-one with every principal and central office leader Reach out and meet with former superintendents to gain perspective Send to administrators and staff introducing myself Hire a new Assistant Superintendent Hire a new Executive Director for Operations Hire a new Public Information Coordinator Complete site visits to all schools Plan and facilitate several leadership retreats for Cabinet, Leadership Team, Board and all-district gathering at BPAC

8 TRANSITION GOALS Foster and strengthen the positive, open and engaged relationship with our community, parents, residents, businesses, service groups and legislators. Meet with key community leaders, including local service organizations, businesses, faith-based organizations and the Chamber of Commerce. Meet with the mayor, city council members and local legislators. Make connections with local newspapers/media and establish a positive relationship which will lead to opportunities to showcase the strengths of Arlington. Join Rotary, Arlington Education Foundation and other civic organizations. Begin planning for review of the Strategic Plan. Establish conversations with the superintendent for community feedback. Re-establish the Master Facilities Committee. Establish a Revisioning Committee.

9 TRANSITION GOALS Champion the existing use of research, data and positive results in decision-making at all levels. Review critical documents such as the Strategic Plan, Executive Summaries, Board minutes, Master Facilities Plan, policies and procedures, operating budget, audit results, grants, achievement data and survey results, etc.

10 TRANSITION GOALS Ensure the continued financial stability of the district. Review and analyze the 2016 fiscal year budget. Monitor the fund balance. Monitor the department and school budgets. Prepare for bargaining and determine strategies. Continue to lay the foundation for a future bond.

11 TRANSITION GOALS Maintain and enhance the innovative student learning-focused programs and priorities set out by the Strategic Plan and managed by the district improvement planning process. Meet with Cabinet and Leadership Team members to assess learning needs and priorities for the district Leadership Team, school staff and non-school staff. Tour non-school sites. Tour non-school properties. Guide the implementation of the District Office Leadership Framework with Cabinet.

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