Savannah-Chatham Schools' superintendent releases 100-day report. What are the takeaways?
“This is just one phase, there is continuous learning to do,” Savannah-Chatham County Public School System’s (SCCPSS) Superintendent Denise Watts said as she unveiled her long-anticipated 100-Day Plan Listening and Learning Report. She said the report should not be taken as fact. She stated that it has been used to shape the themes that bubbled up from different conversations and interactions she had during her first 100 days.
The public is strongly encouraged to review Watt’s 100-day plan presentation, the recording of the Dec. 6 Informal Session and the report.
Superintendent seeks to transform culture of SCCPSS toward accountability, support and effectiveness
Watts rounded out the report with a statement that she underscored in person, as well: “As we chart the path forward, we must enhance psychological safety, better working relationships, and improved communication and feedback. We must also balance support and accountability to promote effectiveness.
Based on my listening and learning and the accounts of many, these elements are currently not pervasive in the SCCPSS culture and it is having a profound impact on every aspect of the district’s performance.”
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The report frames her observations as strengths and weaknesses as shared with her informally from a variety of internal and external stakeholders. Focus areas involved:
Student Achievement, Teaching and Learning
Strengths: gains in Georgia Milestones Assessment System (GMAS), district Pre-K offerings, workforce development priority, and slight improvements in student attendance
Challenges: graduation rate mismatching with actual student performance (Watts stated that this point came from two student focus groups), special education and bilingual/immigrant service enhancement, comprehensive literacy plan and preparing students for “significant workforce changes”
Talent and Human Capital (Employees)
Strengths: diversity of workforce, investment in increasing staff pay, and opportunities for teachers to earn in-house endorsements
Challenges: staff burnout; inconsistent and unclear recruiting, hiring, onboarding, professional development and evaluation practices
Capacity and Coherence of Central Administration
Strengths: experience and institutional knowledge of central office, stakeholder desire for change and excitement about district’s future; responsiveness of associate superintendents and principal supervisors to principals’ needs; current divisional capacity to meet daily needs and safety/emergency issues
Challenges: need for improved effectiveness and efficiency in providing support, monitoring and accountability; district divisions operating in silos and in a reactive rather than proactive manner
Finance and Operations
Strengths: implementation of new business system, MUNIS; finance department is accommodating and provides resources; strong investment in SCCPSS police department
Challenges: budget and expenditure practice concerns; return-on-investment concerning funded initiatives; transportation deficiencies; lack of clarity on facilities projects; MUNIS has had immediate benefits, but requires improved use of features to enhance efficiency
Stakeholder feedback on funding priorities obtained through recent town hall meetings indicated prioritization of funding in the following areas: 70% staff compensation; 47% literacy-based Initiatives; 46% classroom resources
Engagement and Communications
Strengths: dedication of communications department; use of multiple strategies to share district news and updates; community organizations invest deeply in SCCPSS in a variety of ways; media interest and factual/fair coverage
Challenges: need for more strategic, effective and intentional approach to promoting the district; perceived lack of stakeholder engagement opportunities; disenfranchisement of special education and English speakers of other languages (ESOL) students and families; lack of community partnership evaluation process
Moving forward: Now what?
The report contains a call-to-action page, which details high-level action items to be taken over the next eight months.
December and January: SCCPSS presents opportunities for stakeholders to internalize the challenges ahead and provide feedback.
February-March: SCCPSS will focus on development of a strategic plan.
April-May: SCCPSS aims to map out implementation of the strategic plan.
June-July: SCCPSS strategic plan training and calibration will occur.
August: SCCPSS seeks to implement the strategic plan.
Chief Data and Accountability Officer David Feliciano presented a draft of the Strategic Plan 2026 Update at the Board Accountability Committee meeting earlier on Wednesday. His presentation detailed specific, measurable, actionable and timely (SMART) objectives for district administrators, principals and staff. Those SMART objectives are meant to eventually align with Watts’s 100-day report action plan timeline.
Joseph Schwartzburt is the education and workforce development reporter for Savannah Morning News. You can reach him at JSchwartzburt@gannett.com.
This article originally appeared on Savannah Morning News: Savannah Chatham Public Schools Superintendent released 100-day report
