Phase I Summary Report
In April 2025, we launched the Transition Plan identifying priorities and action steps to ensuring stability, continuity, and trust during the leadership transition.
Priorities and Action Steps
- Engage Stakeholders and Build Trust
- Accelerate Academic Achievement
- Enhance Student and Staff Safety and Well-being
- Community and Family Engagement
- Strengthen Financial and Operational Efficiency
As we closed the school year in May 2025, we shared a brief status update to reflect our progress on each action item in the Transition Plan’s Phase I. While the updates provided were concise, they demonstrated how much had been accomplished and the work ahead of us over the summer as we prepared for the 2025–26 school year.
In the same fashion as the May 2025 update, below are the Phase I action items and final status updates for each one as of August 1, 2025. These serve as the springboard for the work in the 2025–26 school year outlined in Phase II.
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Key to Status as of August 1, 2025:
 Completed |
 |
 In Progress |
 In Planning |
| 1. Engage Stakeholders and Build Trust | |||
|---|---|---|---|
| Action Item | Progress Metric | Status | Notes on Progress |
| 1.1 Monitor Blueprint implementation and increase stakeholder awareness | # of presentations, articles available stakeholders on implementation progress |
|
June – July 2025, there were 38 articles published on the district website, and three board presentations that were Blueprint related. |
| 1.2 Reimagine Area Board Meetings | Attendance rate, stakeholder feedback score |
|
2025–26 Area Board Meetings will be scheduled during second semester. |
| 1.3 Reinstate Cross-Functional Action Teams (XFATs) | Number of problems of practice that were identified for study by XFAT |
|
Three (3) XFATs have been identified for the 2025–26 school year: Staffing (on-going), Student-Based Budgeting, and Specialized Programs (Special Education, Multilingual Learner Program, and Gifted Education Program). |
| 1.4 Conduct BOE meetings | % of members attending, feedback on alignment improvement |
|
90% attendance by BOE at the June and July meetings, BOE provides input on board work session topics and staff reports monthly. |
| 1.5 Executive Cabinet and Cabinet meetings | Actionable strategies identified, staff satisfaction survey |
|
94 of 142 principals provided feedback, 4.07 average rating on a scale of 1-5, Divisions have reviewed feedback. |
| 1.6 Redistricting objectives and plans | Timeline adherence, stakeholder engagement data |
|
Redistricting to support the opening of Murphy Middle School will begin in the fall of 2025, the BOE has been briefed on the timeline and process. |
To view the full table on a mobile device, please rotate your device to be in landscape mode (horizontal).
Key to Status as of August 1, 2025:
|
Completed |
|
In Progress |
In Planning |
| 2. Accelerate Academic Achievement | |||
|---|---|---|---|
| Action Item | Progress Metric | Status | Notes on Progress |
| 2.1 Assess school support plans | % of schools meeting targets |
|
On May 17, District Leaders shared data and information with the BOE about the resources provided to the targeted support schools based on 2023–24 WSA. |
| 2.2 Identify schools in need of support | # of schools supported, performance change |
|
Performance growth will be calculated in Fall 2025, support continues until new WSA results released. |
| 2.3 Implement structured school visits | # of visits conducted, feedback from schools |
|
School visits follow a monthly calendar, new school visit tool collaboratively developed for 2025–26. |
| 2.4 Evaluate early learning programs | Evaluate program, and identify enhancement opportunities |
|
Evaluation complete, 2025–26 expansion planned, long-term opportunities and challenges identified. |
| 2.5 Assess literacy plan | Implementation rate, student reading level gains |
|
Evaluation of the District Literacy Plan complete, next steps identified for 2025–26 |
| 2.6 Review curricular resources |
# of revised/improved curricula |
|
A detailed review of instructional materials completed, instructional resources adjusted based on Milestones performance in 2024–25. |
| 2.7 Support specialized student groups | % of students achieving growth targets |
|
Milestones data released 8/8/25, Student group data will be shared at 8/21/25 Board Work Session. |
|
2.8 Assess professional development efforts |
Staff participation and effectiveness ratings |
|
2024–25 PD Completion rates: Admin 4%, Instructional Staff 73%, Support Staff 25%, Overall satisfaction rates: Excellent 60%, Good 33%, Fair 6%, Poor 1%. |
| 2.9 Improve data analysis practices | % of timely reports generated and utilized |
|
Phase 1 of 3 completed in June 2025, Implementation of new data visualization tool complete in 2025–26. |
| 2.10 Address academic underperformance | Identified root causes, improvement in key metrics |
|
Data analyzation complete, 3-5 actionable recommendations identified for all schools. |
To view the full table on a mobile device, please rotate your device to be in landscape mode (horizontal).
Key to Status as of August 1, 2025:
|
Completed |
|
In Progress |
In Planning |
| 3. Enhance Student and Staff Safety and Well-being | |||
|---|---|---|---|
| Action Item | Progress Metric | Status | Notes on Progress |
| 3.1 Audit safety initiatives | Completion of audit, # of improvements made |
|
Key initiatives new in 2025–26 include adding weapons detection systems at middle and high schools, SROs at every elementary school, safety officers hired until SROs can be placed in a multiyear process. |
| 3.2 Develop safety/security recommendations | Cost projections completed, approval rate |
|
Weapons detection systems purchased with BOE approval in July 2025 for all middle and high schools. |
| 3.3 Assess school climate and perception data |
% improvement in survey results |
|
Overall 2.6% increase in positive response from previous year on EES survey. |
| 3.4 Mental health support evaluation | Identified gaps addressed, increased access to services |
|
Improvements in services for both students and staff planned for 2025–26. |
| 3.5 Engage external organizations | # of partnerships and students supported |
|
Partnerships continue to expand to meet student needs, increase achievement, and improve attendance. |
| 3.6 Expand co-curricular opportunities | Increase in student participation |
|
MS Sports expanded to include volleyball, soccer, and cross-country, ITC career options expanded. |
|
3.7 Analyze attendance, discipline, dropout data |
Reduction in chronic absenteeism and suspensions |
|
July 2025 BOE Presentation on Attendance and work to address chronic absenteeism in 2024–25 and beyond. |
| 3.8 Evaluate restorative practices and PBIS | % of schools implementing effectively |
|
PBIS fully implemented in 100% of schools, new systemwide process for monitoring improvement in development for 2025–26. |
| 3.9 Closing/opening of school years | # of schools that complete end-of-year and back-to-school readiness checklists on time |
|
CSTs worked with all 142 schools to ensure smooth graduations, LSPI closeouts, and beginning-of-year readiness, continuing to improve documented processes to support success. |
To view the full table on a mobile device, please rotate your device to be in landscape mode (horizontal).
Key to Status as of August 1, 2025:
|
Completed |
|
In Progress |
In Planning |
| 4. Community and Family Engagement | |||
|---|---|---|---|
| Action Item | Progress Metric | Status | Notes |
|
4.1 Be visible and engage with staff, students, and families |
# of school visits/events attended |
|
In addition to school visits, Superintendent attended multiple graduations, professional learning opportunities, and events in May–July. |
| 4.2 Host town hall sessions |
Attendance and participation levels |
|
Complete for 2024–25. Planning for 2025–26, including opportunities for engagement around superintendent search. |
| 4.3 Establish Parent Advisory Council | Council formed, # of meetings held |
|
Districtwide Family Advisory Council will launch in September 2025. |
| 4.4 Work with School Safety Advisory Council | Identified concerns addressed |
|
School Safety Advisory Council will resume in 2025– 26, district will continue to work to address concerns from the council. |
| 4.5 Meet with local leaders | # of meetings and partnerships established |
|
May–July external meetings included Business Leader Council, individual meetings, celebrations, and events with local leaders from the county and state. |
| 4.6 Plan Murphy Middle School opening | Milestones met (site planning, hiring, curriculum development) |
|
Planning continues, community involvement in redistricting begins in Fall 2025, enrollment will begin in winter of the 2025–26 school year. |
To view the full table on a mobile device, please rotate your device to be in landscape mode (horizontal).
Key to Status as of August 1, 2025:
|
Completed |
|
In Progress |
In Planning |
| 5. Strengthen Financial and Operational Efficiency | |||
|---|---|---|---|
| Action Item | Progress Metric | Status | Notes |
| 5.1 Pass FY26 budget | Budget approval and alignment with goals |
|
FY26 Budget adopted in May 2025, Millage rate to be adopted in August 2025. |
| 5.2 Review district office structure | Completion of review, efficiency gains |
|
Changes to organizational structure are ongoing, hiring freeze initiated in Spring 2025 still in place. |
| 5.3 Conduct Executive Cabinet meetings | Alignment improvement, feedback ratings |
|
Executive Cabinet meeting cadence for 2025–26 has changed based on feedback and needs of district to support alignment. |
| 5.4 Assess facilities and construction needs | Completion of short- and long-term plans |
|
Summer capital projects based on current capital plan, capital improvements are year-round, needs assessment to design Capital Plan 2031 complete. |
| 5.5 Evaluate HR strategies | Hiring and retention improvements |
|
Improvements to onboarding and transition process complete, investigating differentiated compensation framework to be developed in 2025–26 for consider- ation to use in the 2026-27 school year hiring season. |
| 5.6 Review financial processes and audits | Compliance and resource alignment scores |
|
Certificate of Excellence for Annual Comprehensive Financial Reports, top credit ratings from Moody’s and S&P maintained. |
|
5.7 Assess financial allotment formulas |
Effectiveness in meeting school needs |
|
XFATs established for 2025–26 on staffing and on student-based budgeting, recommendations from XFATS to be shared in winter of the 2025–26 school year. |
| 5.8 Plan E-SPLOST informational campaign | Community awareness and approval rates |
|
E-SPLOST information launched in July 2025, ongoing information-sharing through election on November 4 will continue. |
| 5.9 Improve transparency and data access | Public engagement in financial decisions |
|
FY26 Budget’s new digital budget book provides increased access and transparency, continuing to develop interactive and accessible tools. |
| 5.10 Evaluate technology infrastructure |
Identified improvements and implementation progress |
|
Three-year strategy developed, includes new IT Governance steering committee. |