Superintendent’s 90-Day Entry Plan Findings

Dublin Unified School District

Presented by: Superintendent Chris D. FunkOctober 12, 2021

Table of ContentsIntroduction 3

District’s Mission, Vision, Core Values 3Superintendent’s Personal Vision 3

Purpose of 90-Day Entry Plan 490-Day Goals 490-Day Outcomes and Deliverables 5Structure of Entry Plan 5

Listening and Learning Campaign 6Community Interviews 6DUSD Community ThoughtExchange 6

Governance Team: Board of Trustees 9Board Retreat 9Initial Observations and Impressions 9Recommendations 9

Organizational Capacity & Alignment 11

Activities 11Initial Observations and Impressions 11Recommendations 13

Data Analysis and Document Review 14Activities 14Initial Observations and Impressions 14Recommendations 15

Community Engagement 16

Activities 16School Visits 17Community Forums 17Recommendations 17

Operation and Finance 18

Findings 18Recommendations 1890 Days - September 29, 2021 18

Superintendent’s Entry Plan Findings | October 12, 20212

IntroductionDistrict’s Mission, Vision, Core ValuesThe Dublin Unified School District (DUSD) articulates its vision as Education That InspiresLifelong Learning, and its mission as educating every student to become a lifelong learnerby providing a safe and supportive environment that fosters collective responsibility for eachstudent’s success.

Our District’s Core Values include:● Cultivating curiosity and critical thinking that guides rational, fair-minded,

compassionate behavior● Providing a balanced comprehensive educational experience that bolsters

achievement, integrity, resilience, flexibility, and a strong sense of self-worth● Valuing all students and their individual pursuits● Recognizing that our most valuable resources are our students, teachers, support

staff, administrators, parents, and community● Building equity and inclusiveness in a safe environment● Creating supportive relationships and teamwork to bring us together

Superintendent’s Personal VisionThis vision, mission, and core values align with my personal vision: Provide every student aworld-class education regardless of their economic, gender, or cultural background.

● How close is the district to realizing goals aligned with our core values?● How can my personal vision help the district achieve its vision?● What challenges must be addressed to actualize our vision within our District?● Do all stakeholders share this same desire?

As the new Superintendent, I must address these and many other questions to ensure thatour District continues to provide all students with the opportunity to excel.

Superintendent’s Entry Plan Findings | October 12, 20213

Purpose of 90-Day Entry PlanThis plan of entry is designed to ensure that I engage with our school community in athoughtful, proactive, and strategic way. As you read through this document, I willreference some of my favorite authors and concepts from their books that will be appliedin my role as your Superintendent.

If you ever have a book you’d like to recommend for me, please feel free to visit this Googleform. It’s one of my favorite pastimes and an important part of embodying what it means tobe a lifelong learner.

Organizational ClarityIn the book, The Four Obsessions of an Extraordinary Executive by Author Patrick Lencioni,he makes the case that leaders must work to minimize the potential for confusion bycreating organizational clarity to address the following:

● Why the institution exists● What behavioral values are fundamental● What it plans to achieve● Who is responsible for what

Theory of ActionThis theory of action was developed using principles from Author Michael Watkin’s book,The First 90 Days: Critical Success Strategies for New Leaders at All Levels.

The transition activities outlined here reflect my strong desire to make a thoughtful anddeliberate entry into our school community. High-quality instruction and successfulstudent learning are the keys to achieving our collective educational mission. This plan isorganized to provide me with information, input, and opportunities for insight on how tobest strengthen and build upon the current and historical academic success of our schoolshere in Dublin.

90-Day GoalsThis entry plan seeks to accomplish the following goals:

● Ensure a smooth and orderly transition of leadership to best support and facilitate aclear understanding of the District’s current state of instructional improvement andincreases in student achievement

Superintendent’s Entry Plan Findings | October 12, 20214

● Develop a clear, trusting, productive, collaborative relationship with our DUSDBoard of Trustees

● Create opportunities to listen broadly and deeply to a multitude of stakeholders andgain a comprehensive understanding of DUSD through one-on-one meetings,leadership retreats, community events, and virtual and live town halls.

● Proactively ensure that all voices, not just those who traditionally avail themselvesto collaboration with the school system, are heard and engaged in the process ofcontinuous improvement

● Build enthusiasm for our District’s vision, mission, strategic plan, and the LocalControl Plan (LCAP), while also establishing the commitment to engage in neededchange to ensure a system of continuous improvement

● Identify and execute activities that must happen immediately to ensure anoutstanding beginning to the school year

● Visitation to every school to engage an energized District and community about thefocus and direction of our organization

90-Day Outcomes and Deliverables● 90-day report delivered during the October 12, 2021 Board of Trustees meeting on

my observations, findings, and a proposed roadmap for the first year● An outline of a process to review DUSD’s current strategic and improvement plan,

and to establish how we will address this question: How do we engage in systemicreform to ensure the bar of academic rigor is raised for all students while alsoensuring the elimination of achievement gaps?

Structure of Entry PlanI will engage in a purposeful effort to listen, learn, discern and begin to develop plans forthe future, in collaboration with our Board of Trustees and Dublin community.

The following activities will be the core components of this entry plan:I. Governance Team: Board of Trustees - Develop working relationships with our

Board of Trustees including President Dan Cherrier, Vice President Megan Rouse,Trustee Gabi Blackman, Trustee William Kuo, and Trustee Kristin Pelham.

II. Organizational Capacity and Alignment - Assess our organizational capacity andalignment across our District with executive cabinet and senior staff.

III. Data Analysis and Document Review - Data analysis and document reviewIV. Community Engagement - Engaging parents/guardians and community leadersV. Operations and Finance - Understanding our current strengths, strategies, and

opportunities for improvement in light of current budget challengesVI. First Day of School and 90th Day Actions

Superintendent’s Entry Plan Findings | October 12, 20215

Listening and Learning CampaignCommunity InterviewsIn my first 90 days, I conducted over 157 interviews with stakeholders across our schooland the Dublin community. At each meeting, I led with four questions to guide theconversation.

Key questions included:● Why do our families send their children to our schools?● What are our schools known for?● What practices, policies, programs, rituals, that we currently have in place, should

we stop doing because they are either out of alignment, out of date, or simply notgood for kids or adults?

● Conversely, what should we be doing that we currently are not doing as a system?

The following individuals and groups were interviewed to gather information:● All DUSD Trustees (5)● Students (50)● Superintendent’s Executive Council (Direct Reports (5))● Directors & Assistant Directors (13)● District Coordinators (2)● Principals (12)● CSEA President (1)● DTA President (1)● County Superintendent (1)● County Supervisor (1)● City Manager (1)● City Council Members (5)● Neighboring Superintendents (3)● Former Superintendents (1)● Chamber of Commerce (2)● Support Staff (15)● Parent Leaders (20)● Teachers, parents, and community members (20)

DUSD Community ThoughtExchangeIn an effort to further engage with the Dublin community, particularly those who I wasunable to meet with in-person, I also hosted a ThoughtExchange from July 1-July 31, 2021and asked participants to add their thoughts and rate the responses of others within their

Superintendent’s Entry Plan Findings | October 12, 20216

peer group on the following question: What do you appreciate about our District and whatsuggestions do you have that would improve it for all students?

This ThoughtExchange included 538 participants, 486 thoughts, and 10,890 ratings. Itrepresented three separate peer groups including:

● DUSD Staff○ 123 participants, 128 thoughts, 2,880 ratings

● DUSD Parent/Guardian/Community Members○ 322 participants, 330 thoughts, 7,554 ratings

● DUSD Students○ 93 participants, 28 thoughts, 456 ratings

Overall Word CloudWords most used in thoughts shared by participants.

Top Five Thoughts from DUSD Staff123 participants, 128 thoughts, 2,880 ratings

1. I would love for our district, and especially our board, to want equity among all theschools. The board and admin need to visit and TALK with staff. Murray is gettinghalf of a school. There will be nowhere for students to eat, unless we are runninglunches all day. No playground areas either. (4.6 out of 5 stars)

2. DUSD has some incredibly dedicated teachers/staff. (4.5 out of 5 stars)

Superintendent’s Entry Plan Findings | October 12, 20217

3. Our class sizes are huge. Reducing class sizes and room sharing need to bepriorities so teachers can be effective. (4.5 out of 5 stars)

4. The current Board overall does not support collaboration with the district and theteachers. Knowing what is important to teachers and the staff and to work withthem in a PLC model would be best for ALL students. (4.5 out of 5 stars)

5. Area of improvement: Recognition that not all students are UC/4 yearcollege-bound We need to value all students and provide opportunities forEVERYONE, not just high achievers. (4.4 out of 5 stars)

Top Five Thoughts from DUSD Parent/Guardian/Community Members322 participants, 330 thoughts, 7,554 ratings

1. We need to hire and keep good employees/teachers. Our district is only assuccessful as our employees. (4.5 out of 5 stars)

2. Open communication. Keeps us informed. (4.2 out of 5 stars)3. Love the teachers. They care about the students. (4.2 out of 5 stars)4. Sending out surveys to parents requesting feedback on principals and specific

school leaders throughout the year. To receive anonymous feedback on positive andopportunities that otherwise you may not hear about that could improve the Dublinschool experience. (4.2 out of 5 stars)

5. My hope is that all students will be given equal treatment and opportunity in DUSDschools. Equal means no one group or groups based on gender or ethnicity shouldget special treatment. (4.1 out of 5 stars)

Top Five Thoughts from DUSD Students93 participants, 28 thoughts, 456 ratings

1. I like that all of you are trying to keep us safe during the pandemic. Somesuggestions would be please bring us back to school. I can’t handle staying at home.(4.0 out of 5 stars)

2. It could have cleaner bathrooms and other such facilities. Better for health,especially with COVID-19. (4.0 out of 5 stars)

3. As a student who has participated in it, I greatly appreciate how the Math PlacementProgram allows students to progress at their own pace. But, I think it is importantthat students are the ones who set that pace, and aren't forced by grades orparents, to ensure their own mental health. (3.9 out of 5 stars)

4. I appreciate the Wednesdays we had off, I think it would be better to haveWednesdays off during in person school next year. It is important because manystudents use that time for a break and we can finish projects we were assigned. (3.9out of 5 stars)

5. I like that everyone is inclusive. I think just the amount of homework, it’s just a lot todo and we barely have time to sleep. (3.9 out of five stars)

Superintendent’s Entry Plan Findings | October 12, 20218

Governance Team: Board of TrusteesSince coming to Dublin, I’ve met with each of our Trustees individually to better understandthe history and culture of the Dublin Unified School District, as well as their perspective asa Board member.

Board RetreatOn July 15, 2021, we held our first Board Retreat to establish governance team norms andstandards of practice, establish communication protocols, and review recommendedchanges to the Board agenda. At this meeting, we accomplished the following:

● Developed a Board Governance Calendar● Established one-on-one meetings with each Trustee to review and construct each

Board agenda● Determine the schedule and proposed agendas for monthly meetings with our

Board of Trustees

Initial Observations and Impressions● Our Trustees work well together and share similar concerns and aspirations● The Board has strong leadership and holds a lot of the district history within their

own ranks● Community perspective is that the Board is committed to student achievement and

providing world class facilities● The bond program has created a wedge between the newer schools in the East and

the older schools in the west

Recommendations1. Identify the top five bond priorities and match those priorities to remaining bond

funding using an equity lens approach2. Continue Semi-Annual Governance Team meetings to ensure that our organization

is continuing to move in a direction that is Board driven.3. Hold quarterly Board Study Sessions (workshops) focusing on barriers that entrench

the opportunity gap.4. Board should consider establishing exactly what data they want to review key

performance indicators that reflect three-to-five-year trends.a. For example: 3rd grade reading level, 5th grade math level, Algebra completion

by the end of 8th grade, graduation cohort rates, A-G completion rate,

Superintendent’s Entry Plan Findings | October 12, 20219

number of students completing an AP Exam with a 3 or better, Algebra 2 byGrade 11, etc.

5. Board adopts a rolling five-year strategic plan, which incorporates the LCAP whichshould be used to hold all employees accountable.

6. Board adopts an Equity Policy that ensures equity and inclusion as essentialprinciples of our school system that are then integrated into all policies, programs,operations, and practices.

Superintendent’s Entry Plan Findings | October 12, 202110

Organizational Capacity & Alignment

Activities● We held our Executive Cabinet retreat on July 8, 2021 where we discussed gaps in

our organizational structure with a focus on maximizing operational e�ciency● Conducted a retreat with senior staff to review District’s strategic plan,

improvement plan, most recent achievement data, reviewed current or anticipatedvacancies in central o�ce or principalships, and discussed leadership teamstructures and practices

● Reviewed the current central o�ce structure to determine focus on studentachievement and maximizing operational e�ciency

● Conducted one-on-one interviews and review of resumes and briefing papers withall direct reports

● Identified six vacant management positions that needed to be filled prior to thestart of the 2021-22 school year. Update - They have all been filled.

● Identified the top three goals for each division● Held an All Admin Retreat on August 3, 2021 to welcome new team members, build

collegiality, introduce my vision of leadership, and deepen our understanding aboutour work for the year

● Determined how communication and decision-making will occur with executiveteam, establishing meeting protocols and systems designed to focus on increasedstudent achievement and continuous improvement

● Conducted one-on-one interviews with all unit heads in central services, focusingon alignment and execution of key strategies

● Initiated plans to establish key metrics and customer service goals for eachfunctional unit to ensure the performance of central o�ce can be determined andmeasured with alignment to core function and support for student achievement

● Explored the current state of strategic data monitoring in DUSD to ensure allstudents are performing at or above grade level and/or are receiving appropriate,targeted interventions

● Ensured all necessary plans and preparations are in place for an outstandingopening of school

Initial Observations and Impressions● Our bond program is substantially understaffed (Board of Trustees have approved a

new sta�ng organization)

Superintendent’s Entry Plan Findings | October 12, 202111

● Although communication at all levels can always be improved, DUSD has awell-respected communications department and a strong communicationsprotocol in place

● We have a centralized budgeting process in place and at times, this limits theeffectiveness and e�ciency of school leaders to make site-based decisions

● The following leadership structure has been put in place moving forward:

● The district has a strong vision, mission and core values, however, not everyone inthe organization knows how to operationalize each or clearly understands how theirrole impacts the success of the vision, mission and core values

● Schools and departments were extremely effective in opening schools with minorissues and students were in class on time

● Since research and best practices stress that achievement gaps are closed througheffective instruction and providing enrichment and acceleration, it is important tonote that due to COVID-19 the focus on accelerating achievement for every childthrough instruction has been compromised

o DUSD received an influx of Federal/State financial aid to help close this gap● The current strategic plan is six years old and has a list of activities in the plan that

staff is not engaged in and activities we are engaged in that are not in the plan.o This document is outdated and not recognized as an effective roadmap by

anyone within the organization● There is room for improving the effective alignment and communication between

the various divisions at the central o�ce (Business and HR on position control,

Superintendent’s Entry Plan Findings | October 12, 202112

Information Technology and Construction, Educational Services and Business in theareas of budgeting, maintenance, and overseeing school sites)

Recommendations1. The organization needs to begin the strategic planning process and develop a

rolling five-year plan that will be used to hold the entire organization accountablea. The question is: Do we simply transition to the LCAP as our strategic plan

and develop an Executive Summary which includes identifying KeyPerformance Indicators (KPI) that go above and beyond the state dashboard?

2. Develop a new master plan for Special Education that helps the district transition toa full inclusion model

3. Review and update our technology plan4. Perform an organizational audit for all three divisions: Business, Human Resources,

and Educational Services5. Initiate plans to establish key metrics and customer service goals for each

functional unit to ensure the performance of the central o�ce can be determinedand measured with alignment to core function and support for student achievement(i.e., work order completion rate)

6. Establish an administrative evaluation tool that assesses performance andfacilitates professional growth and development that increases student learningand school improvement.

7. Task all site administrators with visiting classrooms daily8. Establish an annual or semi-annual DUSD Climate Survey for students, parents, and

staff to provide feedback regarding our schools.9. Develop clear pathways for advancement, mentoring and succession planning.

If we are committed to truly to eliminating the achievement gap over the next couple ofyears, we must address how we will continue to support instructional rigor and siteleadership by addressing the following questions:

1. How effective are our recruitment and hiring practices?2. How are our classified and certificated employees supported?3. How are our leaders developed?4. How are our leaders held accountable?5. How are all staff supported when they fall short?

Superintendent’s Entry Plan Findings | October 12, 202113

Data Analysis and Document Review

Activities● The Superintendent and staff conducted an analysis and examined a wide variety of

data sources, particularly student achievement data to discern trends, patterns,and areas of accomplishments and areas for additional focus. Student outcomeson standardized tests, value added data, graduation rates, AP course taking andpassing rates and other relevant indicators were disaggregated by program, raceand geography and carefully studied

● In addition, resource and administrative indicators were closely reviewed.o The current budget development process will be assessed, as well as the

performance of central o�ces in meeting key metrics and customer servicegoals once they are established

o Departmental organization charts, job descriptions, resumes of current keypersonnel, and the current compensation matrix will also be thoroughlyexamined

● Written reports and presentations on DUSD resources use, personnel, organization,leadership, and/or academic outcomes will be read and considered

● Board Policies and Administrative Regulations have been reviewed and updates areforthcoming

Initial Observations and Impressions● The district routinely reviews student data as tied to the State Dashboard which

helps establish a subset of expected data that the community can expect to see● DUSD has a strong data warehouse, but does not have the personnel to mine data or

provide research in a timely manner● Principals and site staffs have come to expect a certain data set at the beginning of

each year; however, how data is used is not consistent from site-to-site to informinstruction or change practices

● Data used in community reports paint an excellent picture, which tends to maskwhere there is uneven performance

● Data currently indicates that there is an opportunity gap between the educationthat we are providing to our Asian and Indian students and our Latino and Blackstudents

Superintendent’s Entry Plan Findings | October 12, 202114

Recommendations1. The District/Board needs to establish a very clear picture of what data the

community can always expect to see from DUSD every year2. The District/Board need to identify high-level indicators that show

three-to-five-year trends and develop sub-indicators that allow sites to makeongoing adjustments to instruction and support systems for student

3. There needs to be a district-wide discussion on equity-focused professionaldevelopment implemented at the Board, District leadership and site level.

4. We need to join the National Student Clearinghouse.5. We need to consider developing a Graduate Profile.

Our Educational Services Department should answer the following questions:● Are there effective processes for setting and communicating benchmarks

assessments?● What is the quality of instructional assessment in the District?● How are interim assessments used to provide feedback on a regular basis to inform

instruction?● How is assessment data disseminated and used at the student, classroom, school,

and District levels?● Are effective assessment tools, processes, data systems, accountability

mechanisms, and training levels in place?● Are we using the results of our benchmarks effectively?● How does professional development meet the needs of improving instruction?● Is professional development ongoing or is it a hit and miss/spray and pray

approach?● How do we utilize time to establish essential teaching standards, design and create

common formative assessments, analyze student data and use the results fromstudent data to alter instruction and intervene with students who need additionalsupport?

● How do we support student learning?● How do our grading policies support student performance outcomes?● Do all students have equal access to all activities, curriculum, and great teaching?

Superintendent’s Entry Plan Findings | October 12, 202115

Community Engagement

ActivitiesDuring this time of initial entry, there was a focus on engaging and mobilizing parents andcommunity leaders in the pursuit of making DUSD a world-class school district. As the newSuperintendent, I reached out to our partners traditionally underrepresented in publiceducation to make certain their voices are heard and valued.

Key questions asked included:● Why do our families send their children to our schools?● What are our schools known for?● What practices, policies, programs, rituals, that we currently have in place, should

we stop doing because they are either out of alignment, out of date, or simply notgood for kids or adults?

● Conversely, what should we be doing that we currently are not doing as a system?

Here are the ways I engaged with our community:● Called key leaders and introduced myself to begin building relationships● Letter to the staff and community, as well as my Entry Plan, was placed on the

website and handed out to small groups of participants● Met with key leaders from a list that had been informed by the Board● Held a ThoughtExchange representing 538 participants with 486 thoughts, and

10,890 ratings● Reached out to a multitude of critical stakeholders and established routine

meetings, communication protocols, and reciprocal dialogues. We focused onincreasing student achievement and continuous improvement; initiated open,honest, and transparent dialogues with the goal of strengthening and improving ourstrategic partnerships. This would include, but not be limited to:

o Key elected o�cialso Dublin Chamber of Commerceo Heads of teacher, administrator, and other unionso Parent organizations and local Parent Faculty Clubs (PFC)o Key business and civic leaders and advocateso Non-profit groupso Faculty and staffo Former superintendents

Superintendent’s Entry Plan Findings | October 12, 202116

School Visits● Conducted visits to every school in DUSD to engage the principal, teachers, support

staff, and parent volunteers about where we are as a district and where we need tobe to meet the needs of all children

● Shared my leadership story and vision with all DUSD staff● Visited over 100 classrooms in the first 90 days with the goal of visiting every

classroom in DUSD three times on a yearly basis

Community ForumsDuring the Strategic Planning Process, the Superintendent, Trustees, and senior staff willhost multiple Town Hall meetings using the Strengths-Weaknesses-Opportunities-Threats(SWOT) analysis model to gather community input and initiate continuous dialogues aboutstudent achievement and improvement. These meetings will occur throughout all areas ofthe school district. There will be proactive efforts to meet with stakeholders who havetraditionally not attended such forums.

Recommendations● Review and revise our comprehensive communications plan (Crisis Response)● Develop a comprehensive College Going Culture information and training program● Develop a comprehensive employee recruitment & retention plan● Develop a yearly Climate Survey completed by students, parents and staff

Superintendent’s Entry Plan Findings | October 12, 202117

Operation and Finance

Findings● The Business Services Department is a district strength despite the significant

turnover in recent years● We are a centralized budget District● Schools sites do not have flexibility or local control of their budget● We are very much a paper use District

Recommendations● Implement Priority Based Budgeting● Establish Objectives and Key Performance Indicators● Implement Electronic Timesheet and Attendance● Establish a Budget Advisory Committee (BAC)● Review the process for yearly certificated, FTE projection/allocation● Establish a quarterly budget newsletter● Transition the Citizen’s Bond Oversight Committee (CBOC) and Parcel Tax Oversight

Committee meetings to Board Docs● Develop a five-year Deferred Maintenance Plan● Fully staff Facilities, Bond, and Construction Departments● Implement Facilities Master Plan

90 Days - September 29, 2021I have learned a great deal about our school community. Through multiple meetings withkey stakeholders and enormous research through district policies and initiatives, I amexcited to share my initial impressions and recommendations regarding a new direction forthe future. I’m looking forward to reporting on those findings during the October 12, 2021,Board of Trustees meeting.

Superintendent’s Entry Plan Findings | October 12, 202118