Listening, Learning, and Leading Emmanuel Caulk August 24, 2015

Pre-entry: June 27, 2015 to August 2, 2015 Entry: August 3, 2015 to January 5, 2016 Development of Action Plan: January 6, 2016 to February 6, 2016 Presentation of Action Plan February 7, 2016 to February 29, 2016 Entry Plan Phases

LISTEN LEARNSHAREPLANACT 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.