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100 Day Entry Plan

The purpose of this entry plan is to establish a set of activities that will guide my transition for the role of Superintendent of Schools for the Holmes County Consolidated School District (HCCSD), while energizing the community and creating a new excitement for a structurally sound, educational roadmap. Unlike some superintendents, I will not “hit the ground running”; instead, I will “hit the ground listening and learning” to enhance our efforts of leading, efficiently and effectively.

Our primary goal is to ensure a structurally sound educational roadmap to ensure the academic, social and emotional success of approximately 3300 students; thus, preparing our scholars to be globally positioned to perform and to serve, not only on America’s stage, but on the World’s stage; our scholars will be internationally ready for College and Career.


  1. Establish effective school system governance through a productive and collaborative relationship between Board and Superintendent
  2. Establish the Board and Superintendent as a cohesive leadership team focused on improving the achievement of all students and committed to effective and efficient organizational operations.
  3. Develop and implement appropriate communication protocols between the Board and Superintendent.
  4. Ensure an effective, efficient, and orderly transition of leadership


✓ Presented Entry Plan to the HCCSD for feedback, suggestions and guidance.

✓ Conducted one-on-one meetings with individual BOE Trustees to cultivate a working relationship and to understand individual views and desires for the District. Seek names/contacts of community leaders for perspectives and deeper engagement of the BOE.

✓ Worked with the BOE to identify a “third-party” to provide staff development training for BOE and Superintendent.

✓ Held first BOE retreat to discuss issues, matters of governance, core values and beliefs, communication protocols, roles, responsibilities, norms, expectations, goal/agenda setting, consideration of a Theory of Action, types and amount of information needed and through what channels to help the BOE make quality governance decisions, regular professional development training for the BOE and Superintendent.  Determine the schedule and proposed agendas for quarterly meetings with the BOE; BOE discussion of Committee Chairs to determine how they work in partnership with the Superintendent and senior staff.

✓ Reoccurring BOE Meetings


  1. Examine patterns in student achievement data and the gap in achievement between various students’ populations in order to determine an appropriate course of action for improving teaching and learning.
  2. Analyze and evaluate the conditions of chronically under-performing schools and determine a course of corrective actions.
  3. Evaluate internal and external monitoring and qualitative and quantitative evaluation designs for instructional support and intervention systems.
  4. Initiate system improvement of personnel quality, targeted and intense professional development of staff, and a focused improvement on teaching and learning for all members of the learning community. Improving the systems necessary to provide for an increase in students achievement.  Developing the societal and community structures and systems necessary for the improvement of student achievement.
  5. To address students’ social and emotional needs to ensure academic success.


✓ Reviewed student data for all student populations (Academic Achievement, Subgroup Achievement, College and Career Readiness, Attendance Rate, Graduation Rate and Suspension Rate.)

✓ Met with students to listen and learn their perceptions of the quality of relationships and access to academic rigor in their schools

✓ Met with central office instructional leaders to discuss the results of schools

✓ Reviewed District curriculum, instruction, and assessments for high expectations, alignment to standards, and appropriate instructional modifications for students who are not achieving, English Language Learners, and students with disabilities.

✓ Reviewed and analyzed the District’s monitoring and evaluation systems for assessing effectiveness and accountability in terms of achievement for each program based on student progress.

Inventoried academic programs, materials and curriculum and began process of determining impact on academic results.

Met with Assistant Superintendents, Executive Directors, Principals, Teachers and support staff to discuss school culture and climate and determine the level of central office supports needed to ensure continuous improvement at each school.


  1. Identify the levels of performance for each department and direct reports within the organization.
  2. Maximize resources to focus on the development of leadership capacity for meeting annual goals focused on high student achievement and to ensure a successful exit for all graduates.
  3. Examine HCCSD’s current professional learning opportunities for all staff and plan a systematic course of action for a high-quality professional learning program aligned with the district’s strategic plan.
  4. Assess current expectations and programming for leadership development and create an organized pipeline of competent, instructional leaders for the classroom, school and system.
  5. Ensure the recruitment and retention of a highly effective staff with the ability to accelerate the academic performance of all students.


Met collectively and individually with all Central Office employees; collectively met with members of the executive leadership team

Created/enhanced a “Team Jaguars” culture, District-wide; Created systems/processes that enable interdepartmental collaboration and expect interdepartmental accountability.

Developed and reviewed briefing documents from each division/department. Documents will include areas of major responsibility, major initiatives underway with projected timelines, significant/potential problems, and major decisions that need to be made. Using these documents will allow for quick understanding of the district’s strengths, weaknesses, opportunities and threats to progress.

Conducted a retreat and training schedule with executive leadership team to review  HCCSD  master plan and the most recent school improvement planning process, most recent achievement data, review current or anticipated vacancies in central office and school sites, discuss leadership team structures and practices, and determine how communication and decision-making will occur with executive leadership team including establishing meeting schedules, protocols, and systems designed around increased student achievement, continuous improvement and addressing district issues.

Met with school principals and teachers to determine their perception of the quality and accessibility to student achievement data and the level of support offered by the central office staff.

Met with the Department of Curriculum & Instruction to determine: (1) appropriate action steps to obtaining a world-class curriculum and supports needed for the curriculum – including the determination if an updated curriculum audit is required to assess alignment between the written, taught, and tested curriculum; (2) current state of our district assessment philosophy and system; and (3) instructional supports provided to teachers and staff.

Reviewed and evaluated the district’s efforts around Leadership Development and succession planning for school leadership and central office personnel.

Determined the current protocol and means for schools to collaborate and share best practices by level and feeder pattern.

Reviewed critical documents, including, but not limited to: policy and procedures manuals; BOE meeting minutes for last year (and further back as necessary); student achievement data; financial projections and budget processes for the past three fiscal years; legal proceedings; facility reports; accountability plans and processes; project management protocols and plans; and safety and emergency plans.

Reviewed the current schedule and format for principal meetings to ensure meetings are beneficial to principals and aligned to district goals.

Reviewed and evaluated how much autonomy and authority principals have in the current organizational structure and determined how much access and opportunity they have in decision-making and how to increase their role.

Reviewed and evaluated all necessary plans and procedures to ensure preparations are in place for an outstanding opening of school and establish protocols for assessing effectiveness of the opening of schools.

Reviewed district’s financial projections, resource allocation and budgeting processes; assessed how district’s budget and budgeting processes are aligned to support student achievement.

Conducted one-on-one meetings with lawyers to review any current legal proceedings or outstanding judgments against the district and to provide a briefing on state education code with particular attention to statutes currently impacting or likely to impact the district.

Reviewed any other audits or reports conducted by outside agencies.

Reviewed and evaluated the district’s current process for establishing departmental goals


  1. Launch positive relationships with all internal and external stakeholders, creating a collaborative environment for goal setting and decision making in an effort to support the expectations for student achievement.
  2. Promote ongoing professional and collaborative relationships with the district’s operations divisions in order to foster the non-academic needs of students to maximize their academic potential.
  3. Review Master Agreements, district policy and procedures, and legal proceedings to ensure that employees’ rights are addressed accordingly.


Visited campuses and spend time with faculty and staff members.

Assessed the quality, quantity and effectiveness of internal communication to include communications with and between the BOE, administration, principals, teachers, support staff and students.

Met with principal, teacher and support staff organizations and committees to listen and learn about the perceptions and gained understanding of the various challenges facing the system as well as its strengths and solutions for moving the school system forward to meet strategic objectives.

Scheduled meetings with established student leadership organizations. Worked with these groups to identify key priorities for strategic growth and improvement and to create solutions to students’ identified challenges. Established an ongoing rapport with these groups (i.e. student council, superintendent student advisory committee or athletes in education)

Reviewed employee contracts

Reviewed district’s safety and crisis communication plan

Provided mentorship and conduct motivational speeches at school events.


  1. Increase personal knowledge and understanding of the HCCSD community, its culture, traditions, and history.
  2. Establish positive, professional, and collaborative relationships with the community’s faith-based organizations, key leaders of business services, non-profits, philanthropic, political organizations, and media outlets.
  3. Communicate an understanding and ownership of the district’s Vision, Mission, and Beliefs, as an organization dedicated to providing the best possible education for every child.
  4. Recognize accomplishments of students, parents, staff, community members and leaders.
  5. To reengage stakeholders to become active supporters and participants of the HCCSD.


Assessed the Communications Office

Assessed the quality, quantity and effectiveness of external communication to include communications with and between the policy makers, community leaders, business leaders and faith-based leaders.

Scheduled meetings with various parent organizations for initial listening and learning sessions and discuss critical issues facing the system while creating opportunities for rich, authentic engagement.

Met with parents who are not active members of traditional school organizations to listen and learn and to discuss critical issues facing the system in an effort to enhance engagement with these parents.

Scheduled informal “meet and greet” opportunities for the community members by attending school and community events.

Met with Holmes County’s elected officials to listen and learn about areas of concern as well as opportunities for growth and solutions to challenges facing the system. Determined and adjusted current protocols to routinely communicate with this group while advocating for the children of HCCSD and public education more broadly, if needed.

Established a monthly meeting with Cities’ Mayors

Met with state education leaders (Mississippi’s Education Committee, State Superintendent, and the Governor’s point person on education) for an initial listening and learning session to understand their concerns, discuss critical issues facing the district, and solicit their support. Established a routine communication protocol with these groups.

Began networking with state education leaders, area superintendents and colleagues, and superintendents across the state to discuss critical issues facing public education and develop a platform for advocacy for HCCSD and public education throughout the country.

Held initial listening and learning sessions with key leadership and organizations to hear concerns and hopes for the school system; discussed critical issues facing the system, and solicit support in moving the system forward. These organizations should include but not be limited to:  *Key leadership across corporate, business, foundation (especially the education foundation), civic, non-profit, philanthropic, military, public safety, colleges and universities and other organizations as well as their professional organizations and affiliations. *Community faith-based organizations, key religious leaders, and their professional organizations and affiliations. *Key organizations such as the Chamber of Commerce, Community service clubs, NAACP, and other similar organizations.

Scheduled introductory meetings with members of the local media and establish protocols for communication with these outlets. Offered to meet with the editorial Board of local media. The objective was to establish a framework for collaboration that is open, honest, transparent and accurate.