Phase II Stability with Purpose — Building Trust, Driving Results

Phase II of this Transition Plan is where momentum meets opportunity. Building on the teamwork and measurable progress of Phase I, we are moving forward with clear objectives that keep GCPS steady and strong while driving results that matter for students, families, and staff.

In the 2025–26 school year, our work will focus on stability, trust, and continuous improvement—delivering visible, measurable outcomes while preparing for a seamless leadership transition. In Phase II, we have set five clear objectives to guide our work this school year. These priorities will drive continuous improvement, and we have included real examples of how this work is already happening across the district and what work lies ahead of us this school year.

In addition to this year’s objectives, we have also identified long-term recommendations the Board of Education may consider as they gather community input to help define the superintendent selection criteria. These recommendations are intended for work beyond the 2025–26 school year and will ultimately be carried forward—or refined—by our next superintendent.

1. Deepen Focus on Teaching and Learning
   We will strengthen Tier 1 instruction, refine academic support models, and use data-driven strategies to close achievement gaps — ensuring every student has the tools to succeed. 

   1. In Phase I, we conducted a district-wide root cause analysis of academic performance, attendance, engagement, curriculum alignment, instructional support, and professional learning. The findings from the analysis are guiding the creation of a learning walk tool, targeted instructional support, and a monthly data team process to align MTSS implementation, review trends, and take action to ensure equitable access to effective instruction.

   2. The Division of Teaching and Learning will maintain Continuous Quality Improvement (CQI) work in Core Programs to strengthen curriculum guidance and resources aligned to Georgia Milestones. By September 2025, Teaching and Learning will launch an annual curriculum review process for each assessed course, with quarterly feedback from educators and recalibrated materials ready for July 2026.

   3. This school year, the Division of Teaching and Learning will implement updates to the District Literacy Plan made during Phase I of the transition plan, focusing on consistent use of structured literacy practices, targeted strategies for learning gaps, language goals for multilingual learners, and aligned high-quality instructional materials. The plan includes clear fidelity measures, achievement targets, and improvement benchmarks.

   4. GCPS will conduct structured school visits to reduce variability in classroom instruction, strengthen the use of High-Quality Tier 1 practices, and operationalize Georgia’s Multi-Tiered System of Supports (GaMTSS) through professional learning and aligned supports.

   5. The Division of School Improvement and Operations will evaluate School Support Plans using academic, attendance, and engagement data every 45 days, refining strategies to align with district priorities and ensure timely, effective assistance.

   6. We will strengthen the school accountability system through cross-divisional collaboration, targeted training, monthly progress monitoring, and tiered support to improve leadership capacity and student outcomes, including Milestones performance and reduced absenteeism.

   7. This school year, the Division of Teaching and Learning is transitioning Benefield Elementary’s general education Pre-K class to a co-taught model. This is one way the division is continuing the expansion of early learning opportunities, such as Play 2 Learn classes and programs that improve kindergarten readiness.

   8. The Division of Teaching and Learning is implementing a multi-year action plan to strengthen special education practices, expand professional learning, and enhance services for multilingual learners. This includes training on language development goals, piloting the Equal Opportunity Schools model, launching REAL-Time SDI tools, expanding advanced course access, and improving ESOL and gifted supports through advisory councils, resources, and consistent training.

2. Sustain High Performance and Operational Stability
   We will keep GCPS running smoothly every day, maintaining momentum on long-term goals while protecting the progress we have already made.

   1. To begin the 2025–26 school year, PBIS is fully implemented in all schools, and the Division of School Improvement and Operations is now developing a system-wide process to monitor school culture, climate, and wellness through targeted support plans.

   2. The Division of School Improvement and Operations is refining and documenting key operational processes—such as school openings/closings, LSPI planning, promotion/retention reviews, and graduation cohort checks—for greater consistency and alignment with district goals.

   3. This school year, the Division of School Improvement and Operations will continue to deepen and expand district collaboration with community partners to address absenteeism, housing instability, and after-school care access, aligning with Georgia Senate Bill 123. In addition, a partner agency advisory board will be launched to continue and enhance partnerships that promote student engagement and well-being.

   4. The Division of School Improvement and Operations is developing long-term school safety recommendations and cost projections, launching a proof-of-concept project in 2025–26 to evaluate new measures in alignment with Georgia House Bills 268 and 340.

   5. Both the Division of Human Resources and the Division of School Improvement and Operations are working with Northside Hospital to plan wellness fairs and define district-wide wellness offerings. Additionally, a team within School Improvement and Operations will work to fully implement a Behavioral Threat Assessment Protocol this school year.

   6. Cross-divisional work will continue in 2025–26 to establish and support school attendance review teams and protocols, conduct annual discipline data reviews, and implement proactive supports to reduce suspensions, dropouts, and absenteeism district-wide.

   7. The Division of Facilities and Operations will finalize redistricting to support the opening of Murphy Middle School by December 2025 after public input, advisory committees, and engagement sessions, with final communications to families by Spring 2026.

   8. The Staff Development team in the Division of Teaching and Learning will continue to analyze professional learning data to identify gaps and redundancies, develop initial optimization recommendations, and align offerings with district priorities for greater impact.

   9. The Division of Business and Finance will improve budget processes through stakeholder engagement, clear timelines, and resource tracking.

   10. The Division of Business and Finance will work closely with the Division of Facilities and Operations to align capital projects with the annual budget cycle and continue executing Capital Plan 2027, while providing timely reports to the Board of Education and the public at each board meeting.

   11. The Division of Business and Finance, in partnership with the Division of Human Resources, will implement FY2026 budget improvements, enhanced fiscal training, and contract management tools. GCPS remains under a hiring freeze at the district office, with exceptions for critical operations positions through established approval protocol, to further support operational and fiscal efficiency.

3. Strengthen Internal Systems and Alignment
   We will fine-tune our core processes, strengthen collaboration across divisions, and prepare for a seamless leadership transition to the next superintendent.

   1. The Division of Human Resources will use staffing data to guide recruitment and retention strategies, explore differentiated compensation models, and improve transparency through the staffing Cross-Functional Advisory Tean (XFAT) recommendations, while committing to improving communications by providing leaders regular updates.

   2. GCPS will continue to analyze culture and climate data from surveys to guide School Support Plans and Needs Assessments, helping each school and division build a positive, inclusive environment aligned with district priorities.

   3. The Division of School Improvement and Operations will fully implement weapons detection systems with staff training at all middle and high schools, continue working with the Division of Human Resources to expand SRO support at elementary schools, and explore new safety partnerships and technologies to continuously improve our comprehensive safety plan.

   4. The Interim Superintendent will ensure that Executive Cabinet and Cabinet meetings continue to be forward-looking and that the three active XFATs work effectively and efficiently to support strategic planning, collaboration, and continuous improvement.

   5. GCPS is committed to intentional work to strengthen coordination between Human Resources and Business and Finance divisions to improve staffing formulas, finalize changes early in the school year, and ensure clear communication for hiring.

   6. The Division of Technology and Innovation will execute its multiyear plan, including standardized project management, expanded AI governance and professional learning, enhanced cybersecurity, and improved operational transparency through ServiceNow.

4. Maintain Clear, Transparent Communication
   We will remain visible, accessible, and consistent in sharing updates so students, families, staff, and the community have the information they need and the trust they deserve.

   1. This year, the Division of Engagement will launch the district-wide Family Advisory Council in September 2025 to provide input on programs, safety, engagement, and budget priorities.

   2. The Interim Superintendent will continue visiting schools, attending community events, and scheduling individual meetings to maintain accessibility and responsiveness in support of continuous improvement.

   3. The Division of School Improvement and Operations will expand family workshops on attendance and provide targeted training for Parent Instructional Coordinators (PICs) and Parent Outreach Liaisons (POLs).

   4. District leaders will continue to engage the School Safety Advisory Council in evaluating safety measures, sharing input, and broadening participation to reflect diverse perspectives.

   5. The Division of Engagement will work with school and district leaders to continue to share progress toward strategic plan goals through district communications and Board meeting updates. In partnership with the Division of Strategy, Performance, and Accountability, the strategic plan key performance indicator dashboard that is publicly available on the district website will be updated in Fall 2025.

   6. The Division of Strategy, Performance, and Accountability will implement a new public-facing data dashboard and streamlined protocols for using student achievement data in decision-making.

   7. The Division of Business and Finance will develop interactive financial dashboards and gather community feedback to improve budget transparency and engagement.

   8. Interim Superintendent and District leaders will continue to support the execution of Area Board Meetings to provide updates and address community questions.

   9. This year ,the Division of Engagement has intentionally revitalized the Business Leader Council to promote consistent communication, shared problem-solving, and partnerships that support students and schools. Feedback from council members will be used to continuously improve meetings and communication.

5. Support the Board of Education in the Superintendent Search
   We will provide timely updates, strategic insight, and operational continuity so the search process is strong, informed, and focused on the future.

   1. GCPS will support the Board of Education in creating opportunities for community engagement, including in-person meetings and a district-wide survey to gather input on the leadership profile of our next superintendent.

   2. District leaders will continue to provide the Board of Education and search firm with timely data, operational updates, and strategic insights throughout the search process to ensure an informed, transparent selection.

Phase II Reporting:

During the 2025–26 school year, the Interim Superintendent will keep the GCPS community informed with regular progress updates on the Transition Plan page of the district website. Dr. Taylor will also share key milestones and accomplishments in district meetings and through our district communication platforms. These updates will highlight how Phase II objectives are moving forward and show the tangible impact of this work across our schools.