A NEEDED CHANGE

A School in Turmoil
Diana Chinault
April Adams EDUC 6105
10/15/2013
HISTORY OF PALMETTO
ACADEMY
Public charter school K-8 in same building
Opened its doors in 2010
162 student enrollment Aug...
THE RELOCATION EFFORT
Summer of 2013, the school relocated to a brand new building

Why the change?
-Structural issues
-In...
THE NEW BUILDING
The new building is three times the square footage of the
old building
Built from scratch on a piece of e...
THE
RELOCATION
PROCESS land for sale, they immediately looked into pricing and
When leadership saw the
developing a budget...
THE
RELOCATION
PROCESS
On July 2 , leadership was given the goCONTINUED
nd

ahead to move into the new building

The actua...
RESISTANCES ~
BEFORE AND DURING
Leadership had to prove that great interest in the school existed.

~Student wait list
Had...
OVERALL EFFECTIVENESS
AND CULTURE
Very successful!
~ Maximum enrollment – still a wait list
~ Staff is in high spirits (ve...
RESISTORS ~ AFTER THE
CHANGE
New procedures and policies
This resistor was overcome through a variety of family/staff orie...
PALMETTO ACADEMY OF
LEARNING AND SUCCESS
Elementary School-Middle School, K-8th grade

Goal is to educate students of the ...
REFLECTION
From this profile, I can conclude that this organization responds well to innovation and
change
First, as Padga...
RESOURCES
Padgaonkar, A. (2007). Fostering innovation. Change Innovation, 24(5), 15.
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Final project- EDUC 6105

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A school going through changes

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Final project- EDUC 6105

  1. 1. A NEEDED CHANGE A School in Turmoil Diana Chinault April Adams EDUC 6105 10/15/2013
  2. 2. HISTORY OF PALMETTO ACADEMY Public charter school K-8 in same building Opened its doors in 2010 162 student enrollment August 2010-June 2013 school years 8 teachers ~ K-8, 1 per classroom Instruction took place in an old Airport Bowling Alley
  3. 3. THE RELOCATION EFFORT Summer of 2013, the school relocated to a brand new building Why the change? -Structural issues -Infestation issues -System issues -Charter Signature Because of the environment in the old building, leadership knew eventually employee morale would decrease and the school would not be as inviting to new students and families.
  4. 4. THE NEW BUILDING The new building is three times the square footage of the old building Built from scratch on a piece of empty land All new furniture, textbooks, and resources 324 student enrollment for 2013-2014 school year 16 teachers ~ K-8, 2 per grade level
  5. 5. THE RELOCATION PROCESS land for sale, they immediately looked into pricing and When leadership saw the developing a budget in order to buy the land Once they realized the relocation was possible financially, they shared the great news with the staff! Before the end of the school year, all teachers packed up their classrooms, including textbooks and bookcases. All furniture for the new building was pre-ordered so I could be delivered to the new location on move-in day.
  6. 6. THE RELOCATION PROCESS On July 2 , leadership was given the goCONTINUED nd ahead to move into the new building The actual move was a collaborative effort: Hundreds of locals rallied together to move furniture from the old school into the new school U-Hauls were rented, trucks were offered up for assistance Staff and student families showed up to help with the physical labor
  7. 7. RESISTANCES ~ BEFORE AND DURING Leadership had to prove that great interest in the school existed. ~Student wait list Had to show accountability ~Had to provide documentation of their budgets ~Had to pull up past payments to show they could be accountable with payments They used budgets, classroom numbers, wait lists, registration forms that were received, test data, state report card, and AYP to plan the move and prove the need for a new system.
  8. 8. OVERALL EFFECTIVENESS AND CULTURE Very successful! ~ Maximum enrollment – still a wait list ~ Staff is in high spirits (very happy to have air condition!) ~ Building is holding up well – students and staff understand the importance of appreciating the new building ~ Communication is successful – via email, weekly meetings, word of mouth, letters in mailboxes
  9. 9. RESISTORS ~ AFTER THE CHANGE New procedures and policies This resistor was overcome through a variety of family/staff oriented events, allowing student families to bond with the staff. Positive relationships leads to respect for the judgments of staff when it comes to policies and procedures. Greatly diminished the resistance with these new rules.
  10. 10. PALMETTO ACADEMY OF LEARNING AND SUCCESS Elementary School-Middle School, K-8th grade Goal is to educate students of the South Carolina Curriculum and to prepare them socially for high school. K-4th in one hall, 5-8th in another Team leaders, vice principal, principal Culture characterized as friendly, welcoming, open for concerns, goal-oriented
  11. 11. REFLECTION From this profile, I can conclude that this organization responds well to innovation and change First, as Padgaonkar emphasizes in Fostering Innovation, “leadership must encourage honesty and openness in the organization” (Padgaonkar, 2007). Second, leadership works hard to foster a fearless environment.
  12. 12. RESOURCES Padgaonkar, A. (2007). Fostering innovation. Change Innovation, 24(5), 15.

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