Superintendent Entry Plan

June 2016- June 2017

Dr. Crystalee (Chrys) Sweeting

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

csweeting@asd.wednet.edu

360-618-6202

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

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.

Introduction

Phases

Pre-Entry Entry Update Report

Summary Report

June 13-30, 2016 July 1-Dec. 31, 2016 Jan. 20, 2017 June, 2017

Structure

Transitional leadership activities are geared toward active listening and genuine engagement with stakeholders. The following are core components of the plan:

Tour District Boundaries and Non-School Properties

Attending Community Activities

Data Analysis and Document Review

Union Leadership

School Visits

Other Community Leaders

Principals and Assistant Principals

Central Office Leaders

Community Leaders

Elected Officials

Mayor

Cabinet Members

Media Engagement

Meetings with Key Stakeholders (group and one to one)

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.

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 email 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

TRANSITION GOALS

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.

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.

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.

TRANSITION GOALSMaintain 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.