Dr. Phyllis Pajardo, Superintendent October 2017 ENTRY PLAN Dr. Phyllis Pajardo, Superintendent October 2017

ENTRY PLAN CONTENTS Overview – City of Fairfax Schools Introduction - New Superintendent Purpose - Entry Plan Phases and Timeframes Objectives

OVERVIEW – CITY OF FAIRFAX SCHOOLS The City of Fairfax is a small city nestled in the Northern Virginia-Washington, DC metropolitan area. The city is approximately 6.3 square miles which covers about 4000 acres. According to the US Census Bureau, 2016, the City of Fairfax is home to approximately 24,160 residents. The majority of the approximately 3100 school-age City of Fairfax students attend one of the four schools in the City of Fairfax. There are two elementary schools, Daniels Run and Providence; one middle school, Lanier; and one high school, Fairfax. Housed within Fairfax High School is Fairfax Academy for Communication and the Arts.  The City of Fairfax is governed by a Mayor and six-member City Council. The schools are governed by a five- member School Board. The Mayor, City Council, and School Board members are elected officials.  The City of Fairfax School Board fully supports the Guiding Principles/Beliefs, Mission, Vision, and Goals of Fairfax County Public Schools (FCPS) through the Partnership and School Services Agreement (SSA) that has been in effect since 1962. Under this agreement, FCPS manages and operates city schools, hires staff and develops curriculum, while the City School Board is responsible for the management of the contract and the four city-owned school buildings. The original Agreement was renegotiated in 1978 and has continued to provide an excellent instructional program for the City of Fairfax students.

INTRODUCTION - NEW SUPERINTENDENT On August 7, 2017, the City of Fairfax School Board voted unanimously to appoint me as Superintendent, effective August 8, 2017. I am the former Assistant Superintendent for the City of Fairfax. I previously worked for Fairfax County Public Schools (VA) in a variety of leadership roles including Cluster Asst. Superintendent and Asst. Superintendent for Human Resources. I began my 35+ year career in education as an elementary school teacher. I am also the co-author of “The Principal Influence: A Framework for Leadership Capacity in Principals.” In addition to my work as superintendent and author, I speak to educators across the country about the positive impact their leadership can have on a school and community. A native Virginian, I was educated in the Newport News, VA Public Schools. I received my bachelor’s and doctorate from the University of Virginia, and earned my master’s from George Mason University.

PURPOSE OF THE ENTRY PLAN As the newly-appointed superintendent, it is paramount that I build trust, establish positive working relationships, model ethical leadership, and develop a comprehensive understanding of the City of Fairfax Schools and the City of Fairfax community. With that in mind, I developed this draft entry plan. The draft plan includes four phases, and five major objectives. Additionally, a series of learning leadership activities have been designed to accomplish the objectives during my first year as superintendent. Although I am an accomplished educational leader with over 35 years of professional experience in public education, I recognize that I’m in a beginner role as a superintendent. I will seek feedback and support from stakeholders as I extend my knowledge, evaluate situations, make decisions, in performing the responsibilities of the Superintendent, City of Fairfax Schools.

PLAN PHASES and TIMEFRAMES

PLAN PHASES and TIMEFRAMES Communication Begins August 2017 Building Relationships Meeting People and Evaluation Begins October 2017 Analyzing Practices and Processes Development Begins December 2017 Developing and Aligning Goals Implementation Begins February 2018 Progressing and Refining Goals

OBJECTIVES Develop strong relationships with stakeholders Seek and utilize feedback Establish and employ effective communication Review and assess programs, facilities, and budget Develop future goals and priorities

Objective 1 Develop strong relationships with stakeholders Identify key stakeholders such as: City of Fairfax Schools – School Board members, principals, PTA/staff/student leaders City of Fairfax Government – Mayor/City Council/Fire and Police Chiefs/Department heads Fairfax County Public Schools (FCPS) – Superintendent, Region 5 leaders, School Board liaison to City Schools Business/faith-based/community leaders Local universities – GMU, UVA, NOVA Hold introductory and/or ongoing meetings: One-on-one meetings (School Board members, Mayor, Fire and Police Chiefs, City Manager) Quarterly meetings with City of Fairfax principals, FCPS Superintendent and/or Region 5 leaders, Transition Advisory team Semi-annual meetings with PTA leadership Introductory and periodic meetings with other stakeholders Ongoing visits to schools Join civic and professionals organizations such as Rotary Club of Fairfax and Virginia Association of School Superintendents. Participate in school and community events

Engage Key Stakeholders

Objective 2 Seek and utilize feedback Establish a Superintendent’s Transition Advisory Team which will provide ongoing feedback and counsel on various items during my first year Composition: 2 students (MS/HS), 2 business/community members, 4 parents, 4 staff members, 4 administrators, 1 School Board member Selection: Members will be recommended by the School Board and principals Meetings: Four in total – one meeting per grading period

Objective 3 Establish and employ effective communication Use the website to publicize newsworthy stories that showcase City Schools’ students/staff/parents Post tweets which highlight: Entry plan activities School success Strategic Plan and strategic projects Write articles/blogs to inform and reinforce strategic projects and major initiatives Engage local newspaper reporters and media outlets Develop strategies, with the communications specialist, that maximize utilization of different communication channels

Objective 4 Review and assess programs, facilities, and budget Review essential documents related to finance, budget, safety and legal matters Assess alignment of funding and expenditures Coordinate the review of City Schools’ performance with Region 5 leadership Identify areas to support improved/sustained achievement Identify resources to support innovative instructional practices Assess facilities’ strengths and needs Identify priority items for Capital Improvement Plan Create a budget that supports critical needs and targets future work

Objective 5 Develop future goals and priorities Focus on continuous improvement Utilize information learned from various sources to develop new ideas Seek opportunities that will enhance our instructional and facilities programs Identify new focus areas and priorities for 2018-19 Refine the City Schools’ Strategic Plan

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