Superintendent’s Entry and Learning Plan

1. Superintendent’s Entry and Learning Plan Dr. Douglas C. Arnold Pleasant Valley School District November 15, 2007

2. SUPERINTENDENT’S ENTRY AND LEARNING PLANMay 17, 2007 to November 15, 2007 Activities during the first days, weeks and months of any leadership transition are extremely important. This is especially true in a complex and dynamic environment whereby educational, community, political and financial interests are overriding factors. The plan set forth within this document is designed to help the newly-appointed superintendent to learn about the myriad of complex issues currently facing the Board, school staff, students and community stakeholders. It is both an entry plan and a learning strategy, and is an outline for joint use to assist in the superintendent’s acclimation to the District. As knowledge of the District and its community is gathered, it will provide extremely valuable information, which will assist the superintendent in his role as CEO and help him to become an effective superintendent. Suggestions and ideas from the Board and other stakeholders will be welcomed and appreciated.

3. While this plan is somewhat generic in nature, it provides a functional framework, with the overarching thought that it shall be as flexible and fluid as the need arises. Furthermore, it is designed with the following goals in mind: • To continue to build upon the superintendent’s knowledge of the District and the people comprising its community as quickly and completely as possible, outside the daily context of activities and problem solving opportunities inherent to his position; • To identify and examine key issues in the District, learn how such issues are handled, and identify the norms which affect how the organization may function in the future; • To identify the formal and informal operating policies and procedures within the District; • To identify and clarify channels of communication to develop and/or enhance a sense of connectedness and trust throughout the organization; • To identify tasks to be accomplished, establish priorities, and develop a plan of action; and • To work with the Board to determine an appropriate time and method for informing the public of the entry and learning plan, its general intent, and information obtained that is deemed suitable for public consumption.

4. Purpose • To gain a greater understanding and knowledge of the people, programs, & important issues at Pleasant Valley School District

5. Purpose • To initiate a comprehensive process that will identify the important issues facing our school district and how those issues may affect future planning

6. Purpose • To identify and prioritize items that should be addressed in order to, in conjunction with the Board, establish a process to develop goals based upon the identification and prioritization of those items.

7. Process • Conducted individual interviews and focus group sessions • Visited school buildings • Attended school-based meetings, meetings and functions of community organizations, and school-related functions

8. Process • Focus Groups (SAC Meetings) • Support Staff • Professional Staff

9. ─ 8 Board Members 23 Administrators* 20 Staff Members** 2 Association Presidents 10 “Booster Club” Officers/ Community Members 2 State Police Commanders ─ 1 President of NCCC 1 Director of MCTI 6 Students 1 Attorney 12 State and Local Governmental Officials 1 Former Superintendent Interviews *Includes central office and building administrators, directors, supervisors and chief of school police. **Includes professional and support staff personnel.

10. SCHOOL BOARD

11. Recurring Board Responses • Where From? • Three from PV • One from Monroe County • One PA • Three from out of state

12. Recurring Board Responses • Public or Private School Education? • Six public • Two private

13. Recurring Board Responses • How Long Living in PV? • 21 years to lifelong • Family Members in PVSD • Most have someone • Range is from in-laws to nieces/nephews to cousins to children to spouses

14. Recurring Board Responses • How Long on Board? • Two years to 15 years • Average of 10 years • Why on Board? • Approached to run • Support a belief • Appointed

15. Recurring Board Responses • General Impressions of PVSD • “Good” to “Great” • Did Perceptions Change? • No; We can improve • Yes • Most talk on the street is untrue • Red tape • Less authority

16. Recurring Board Responses • Administration Strengths • Teamwork • Loyalty • Concerns Regarding Administration • Need more staff development • Retention (especially APs)

17. Recurring Board Responses • Professional Staff Strengths • Well above average in ability/performance • Dedication to job • Concerns Regarding Professional Staff • Retention • “Bus Beaters”/”Clock Punchers”

18. Recurring Board Responses • Top Priority Issues • Teacher Retention • Student Achievement • Limited Resources • Safety/Security • Cyber Schooling

19. Recurring Board Responses • Things to Preserve in PVSD • Family/Country atmosphere – Sense of community • Teamwork/Collegiality

20. Recurring Board Responses • Things to Change • Nothing major • More community involvement (especially “seniors”) • Expand course selections (especially Foreign Language area)

21. Recurring Board Responses • Perceptions of Past Leadership • Very Positive • Fiscally responsible, hard working, honest, fair, very effective • A leader

22. Recurring Board Responses • Desires for Future Leadership • More of the same • Keep Board informed

23. Recurring Board Responses • Opinion of Board as a Group • What is “Good”? • Work well as a group • Get along pretty well • What “Frustrates”? • Opinions need to be voiced • Need to develop/maintain mutual respect

24. Recurring Board Responses • Controversial Issues • Generally handled in a satisfactory manner • Majority rules • Voice opinions openly with other members

25. Recurring Board Responses • Advice • Be open & honest • Gain the confidence of staff

26. Recurring Board Responses • How I Can Help • Keep Board informed • Regular communication

27. ADMINISTRATION

28. Administration Demographics • Where from? • Seven from PV • Nine from PA • Seven from out of state • How long at PV? • From less than one year to 35 years • Average of 18 ¼ years

29. Administration Demographics • Why PV? • Home • Closer to home • Employment opportunities • Reputation/Recommended • Family Members at PV • Very few

30. Recurring Administration Responses • Key Issues Being Addressed • Student Achievement • Staff Development • Staff Retention • Safety/Security • School Culture/Pride in PV • Online Coursework

31. Recurring Administration Responses • Top Issues Facing PVSD • AYP/Student Achievement • Growth/Transiency • Limited Resources • Communication • Safety/Security • Staff Retention • Staff Development

32. Recurring Administration Responses • Things to Preserve • Hometown Atmosphere - Sense of community • Teamwork/Collegiality • PV Pride • Tradition • Strength of the Administrative Team

33. Recurring Administration Responses • Things to Change • Many struggled to find an answer • Collective bargaining agreements

34. Recurring Administration Responses • Leadership of Past Superintendents • Open Door/Accessible ─ Positive • Up Front ─ Confident in Staff • Honest ─ Fair • Supportive ─Team-oriented • Collaborative

35. Recurring Administration Responses • Wishes for Future Leadership • More of the Same • Open Door • Mutual Respect

36. Recurring Administration Responses • Perceptions of the School Board • Good Board/Good people • Generally supportive • Satisfied • Good Board President • Some have own agendas/factionalization • Anxiety produced by “gotchas” - Personal? • Lack of trust can lead to micromanagement

37. Recurring Administration Responses • Controversial Issue • Nearly devoid of answers

38. Recurring Administration Responses • Advice • Trust administrative team • Listen • Communicate/Collaborate

39. Recurring Administration Responses • How I Can Help • Provide support • Let people do their jobs • Listen • Be accessible

40. STAFF

41. Recurring Staff Responses • How Long Employed at PVSD? • Range from 1 to 40 years • Average of 15.8 years • Included professional and support staff, currently employed and retired

42. Recurring Staff Responses • Why PVSD? • Best “fit” • Recruited/Recommended • Walking in someone’s footsteps • Family Members at PVSD • Very few • Children • Spouse

43. Recurring Staff Responses • General Impressions of PVSD • Very Positive • “Good” to “Great” programs/school district • Challenged by growth • “I love my job”

44. Recurring Staff Responses • Top Issues PV Faces • Limited resources - Lack of tax base • Growth and its effects • Negotiations

45. Recurring Staff Responses • Things to Preserve • “Smalltown feel” • Sense of community • Heritage/History • Sense of loyalty

46. Recurring Staff Responses • Things to Change • Many struggled to answer • Nothing duplicated

47. Recurring Staff Responses • Past Contact with Superintendent • Positive to very positive • Amicable/Open • Desires for the Future • More of the same • Visibility

48. Recurring Staff Responses • Relationship with School Board • Generally Positive • “Good” to “Very Good” • Good people/caring • Reasonable • Supportive • Some obvious personal agendas lead to micromanagement

49. Recurring Staff Responses • Past Relationship with Superintendent • Very positive • Open Door/Approachable • Integrity • Desires for the Future • More of the same

50. Recurring Staff Responses • Things to Change • Enhance respect for the profession (Board and staff) • Advice • Listen • Communicate • Be yourself