Cognia Report

Monitoring Review Report Clarke County School System Athens, Georgia 215148

August 29-30, 2023 Dr. Cynthia Anderson, Regional Accreditation Evaluator

Clarke County School System Monitoring Review Report

Monitoring Review Report Introduction This report summarizes the findings of the Cognia Monitoring Review held on August 29-30, 2023, for the Clarke County School System. The purpose of the Monitoring Review was to assess the system's progress toward addressing the Cognia Performance Standard, Improvement Priority, and Directives from the previous Monitoring Review held on December 12-13, 2022.

In preparation for the Monitoring Review, the team examined the Progress Report and other related documentation shared by the school system. Before the virtual review, team members also had the opportunity to view recorded board meetings through digital links shared by the system. During the review, the team engaged in the following activities: • Meetings and interviews with the superintendent, nine school board members, and nine system leaders • Additional interviews with stakeholders representing eight principals and six parents/advisory council members • Artifact reviews • Deliberations and report preparation The Monitoring Review Team used the findings from these activities and evidence to assess the progress the system has made toward the performance standard as listed in the report.

Findings The Monitoring Review Team findings are organized by each performance standard previously rated by the Special Review Team as Insufficient. For each cited standard, the Monitoring Review Team provides an updated rating followed by a Summary of Findings, Directives, and Recommendations to guide the next steps for sustaining the progress made. The findings of the Monitoring Review Team are reported within four ranges identified by the colors below.

Color

Rating

Red

Insufficient

Identifies key areas that need more focused improvement efforts

Yellow

Initiating

Represents areas to enhance and extend current improvement efforts

Green

Improving

Pinpoints quality practices that meet the Standards

Blue

Impacting

Demonstrates noteworthy practices producing clear results that exceed expectations

Description

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Monitoring Review Report Leadership Capacity Standard 1.5

The governing authority adheres to a code of ethics and functions within defined roles and responsibilities.

Rating

Improving

Improvement Priority 2 • Review the Code of Ethics to develop and implement a plan of accountability to ensure all board members adhere to and execute their roles and responsibilities and manage board functions effectively and efficiently.

Findings Since the December 2022 Monitoring Review, members of the Clarke County School System Board of Education have continued to engage in professional learning sessions to enhance their knowledge and understanding of the roles and responsibilities of the governing board. Documentation shared by the school system included reference to the Whole Board Governance Training facilitated by consultants from Education Planners on March 18, 2023. In addition to engaging in teambuilding activities, topics such as governance, leadership, management, and roles and responsibilities were also discussed during the training. The agenda from the session, which also was titled the Board Retreat, included a discussion and training on board norms and an analysis of the results from the Board's self-assessment.

Artifacts shared with the Monitoring Review Team included the results from the self-assessment and ratings for governance structure, strategic planning, board and community relations, policy development, board meetings, personnel, financial governance, and ethics. Even though the governance structure had the lowest number of Satisfactory ratings, comments throughout the document repeatedly referenced the participation of board members, both individually and collectively, in professional learning opportunities that served to clarify roles and responsibilities. Within the self-assessment's comments section, members all agreed that "much progress has been made." However, they still noted that the group needs to engage in "professional development planning around the needs of the Board and individuals" and to discuss the process of regularly reviewing and adhering to the Code of Ethics to ensure their effectiveness as a governing board over time.

In addition to the self-assessment results, team members also had the opportunity to review the SelfAssessment Action Plan, a succinct listing of action steps/initiatives aligned with the eight domains within the actual self-assessment. According to information shared during interviews as part of the Monitoring Review, the plan was discussed and approved during the March 18, 2023, board retreat. Based on information communicated during interviews with board members, the next steps in the self-assessment process are to discuss the progress made at the fall retreat and complete another self-assessment during the spring of 2024.

During the Monitoring Review interviews with system staff and board members, reference was made to "the blue card." Further explanation revealed that during the March 18, 2023, retreat, board members also adopted a set of norms that have been formalized and printed on blue card stock. The blue card is placed at each board member's seat during all board meetings. A copy of the card was shared as evidence and showed the wording of the Board's adopted "Civility Pledge" on one side and a list of 10 adopted norms on the other. The last sentence of the pledge reads, "We commit to conduct ourselves at all times with civility and courtesy to each other." Interviews revealed the blue cards serve as visible reminders of the responsibility to conduct board business effectively and efficiently.

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The recording and minutes of the May 4, 2023, board meeting revealed board members affirmed their commitment to abide by Policies BH-Board Code of Ethics and BHA-Board Member Conflict of Interest during board meetings and other board-related work. The affirmation came after courteous conversations about the importance of conducting board work consistently and professionally.

The review of recorded board meetings provided opportunities for team members to gauge the interaction of board members while they discussed and made decisions about several critical issues. The February 2, 2023, meeting involved discussions about the renaming of two schools in the system, in which board members spoke from the perspectives of agreement and disagreement with the proposal to change the names of the two schools. The demeanor throughout the interchange of thoughts was cordial and respectful. Other topics discussed by the Board included the Tax Allocation District (TAD), a multi-faceted agreement that allows the tax base to be frozen for a period of time so that a developer can use the increase in tax revenues over time to improve or cultivate the area. The TAD was initially discussed at the February 2, 2023, work session, with much conversation indicating the need for more clarification of the request. According to information shared by the system, at the February 9, 2023, board meeting, members still indicated a need for clarity and requested additional information that was subsequently provided. Recordings from the March 6, 2023, special called meeting revealed that the Board approved the Mall TAD amended Intergovernmental Agreement. Again, based on observations from viewing board meeting recordings, discussions on this critical topic were respectful, informative, and focused.

Interviews with stakeholder groups throughout the Monitoring Review consistently reiterated that practices and processes instituted by the superintendent have helped streamline the Board's work and ensured that members prepare in advance of meetings. Throughout the interview process, board members and system-level staff discussed the effective implementation of the practices of providing members information packets at least 14 days before the meeting, having a Google document available where members can enter questions about items scheduled to be discussed and receive responses within 24 hours, and conducting one-on-one meetings the superintendent convenes, as needed, before the meetings. A review of the August 10, 2023, board meeting recording revealed a conversation when a board member requested additional information about an item on the agenda. The board member was advised of the document and page number where that information had been provided in the board packet, which also served as a reminder of the practices and protocols established to ensure members had information in advance to be prepared before coming to the meeting. Parents and school leaders indicated board members seem more prepared when they come to the meetings and described board sessions as not being the source of “entertainment” as in the past.

When asked about the current demeanor of board meetings compared to the past, the response overwhelmingly noted positive improvements. Stakeholders shared that the demeanor on a scale of 1-10, with10 being the highest, the average rating articulated by stakeholders before the current superintendent was three. The rating of the current demeanor of board meetings since the last Monitoring Review ranged from six to nine. Comments that were shared during interviews included, "We are now moving in a more systematic way," "Meetings are less focused on personal issues and more professional matters," "The mutual respect we have for each other has grown," and "We have a great deal to do as a Board, and I believe we will get there."

One major area of notable achievement is the process the system has engaged in to develop a longrange strategic plan. Throughout the process, the superintendent has involved internal and external stakeholders in collaborative conversations to provide feedback and input into the plan. The superintendent's overview presentation noted that ongoing one-hour community conversations have been conducted, including information sharing, question and answer time, and opportunities for follow-up.

During their interview session, principals spoke positively about the opportunities school-level stakeholders had been involved in throughout the plan's development. The plan, centered around three priorities - Connected Culture, Optimized Talents, and Thriving Students, is scheduled to be presented for formal adoption by the Board at the September 2023 board meeting. The plan includes accountability statements for all stakeholder groups in the system.

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Even though the Board voted to rename two elementary schools in the system after distinguished African Americans who played a critical role in desegregation in the Clarke County School System, the communication process followed by the Board, limited opportunities for community input, and expediency of the Board acting on the recommendation were issues that repeatedly came up during stakeholder interviews. Board members consistently emphasized that the concern was not about the renaming of the schools and the recognition of persons who had helped to advance education in the system. One stakeholder described the limited communication on this issue as an "outlier" compared to the extensive communication opportunities on other issues. The recommendation from one stakeholder group was that the communication processes implemented during the development of the strategic plan should serve as the model for ongoing discussions on critical issues before making final decisions.

Recommendation •

Implement a concise communication plan that engages internal and external stakeholders in opportunities to have conversations, provide ideas and recommendations, and gain knowledge about key issues before making final decisions when appropriate.

Insights from the Monitoring Review The Monitoring Review Team for the Clarke County School System recognizes the efforts of the Board, the superintendent, and other stakeholders throughout the system in addressing the Cognia Performance Standard, Improvement Priority, and Directives outlined in the previous Monitoring Review Report. This work has resulted in noteworthy progress in establishing a culture that embraces trust and mutual respect. Practices and protocols have been developed, communicated, and implemented that support the efficiency and effectiveness of board members as they conduct Board business. Interviews, a review of artifacts, and viewings of board meeting recordings all show that members routinely implement learnings from professional development sessions related to their training sessions as board members.

The positive change in board members' interactions (e.g., how issues are discussed, decisions made, and actions implemented) have promoted the renewed focus on instructional programming throughout the school system and student achievement (i.e., referenced by the superintendent as his "Amber Alert on Student Achievement"). During the superintendent's interview, team members learned about the reorganization of the cabinet with a focus on instruction and an intentional change around reading instruction grounded in the science of reading. According to the superintendent, over 800 teachers have been trained in the philosophical principles, protocols, and practices. The system staff has scheduled monthly meetings in each school to monitor and support implementation. The system also has engaged in conversations with representatives from the University of Georgia. At the University of Georgia, faculty members also are being trained in the science of reading so that additional support can be provided to the school system while also helping pre-service teachers acquire skills and knowledge in best practices they need to deliver effective instruction in reading. In math, the system has adopted the Eureka Math program and is already seeing positive results in student achievement. The superintendent noted that 88% of students in the system scored distinguished or proficient on the Algebra I End of Course Test (EOCT) last spring. The focus on instruction also was part of the conversations with system and school leaders without any prompting from questions presented by the review team. The conversation was combined with excitement as leaders discussed how they now can focus more on the work and their true purpose of schooling without previous disruptive board dynamics.

The team encourages leadership throughout the system to maintain the focus on instruction and academic achievement also while continuing its work in fostering two-way communication by clearly involving stakeholders in the decision-making process. This could include identifying ongoing avenues for internal and external stakeholders to provide input and feedback as modeled in the development of the strategic plan.

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Accreditation Recommendation Based on the Monitoring Review Team's findings, Cognia concludes the Clarke County School System has met Improvement Priority 2 (Standard 1.5). Therefore, the Clarke County School System accreditation status has been amended to Accredited as recommended by the Monitoring Review Team and approved by the Cognia Global Commission. The system is commended for its progress and commitment to continuous improvement on behalf of all learners.

Next Steps Upon receiving the Monitoring Review Report, the system is encouraged to implement the following steps: • • • •

Implement a concise communication plan that promotes the engagement of both internal and external stakeholders throughout decision-making processes.

Continue documenting board members' annual affirmation of their commitment to adhere to the Code of Ethics.

Continue to conduct the self-assessment to support the governing board’s efforts to effectively implement sound governance practices and function within their roles and responsibilities.

Once adopted, routinely monitor the implementation of initiatives included in the strategic plan to ensure ongoing support for student achievement and organizational effectiveness.

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