The school relocated from an old bowling alley building with structural and infestation issues to a new purpose-built building to improve morale, enrollment, and education. Leadership proved need for the new building through documentation and bought land when funds were available. The collaborative move involved hundreds of locals helping move furniture. In the successful new building, enrollment increased further and staff and students appreciate the improved environment and communication. Some resisted new procedures but relationships have reduced this by addressing concerns. The school now aims to prepare students for high school through its K-8 curriculum.

1. A NEEDED CHANGE
A School in Turmoil
Diana Chinault
April Adams EDUC 6105
10/15/2013

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. 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. 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. 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. 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. 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. 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. 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. 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. 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. RESOURCES
Padgaonkar, A. (2007). Fostering innovation. Change Innovation, 24(5), 15.