Superintendent's Entry Plan
Engagement and Action in the First 6 Months
Thomas W. Taylor, EdD, MBA
MCPS Superintendent
Dr. Taylor is a Montgomery County native who most recently served as the Superintendent of Stafford County, Virginia Public Schools. Dr. Taylor was twice awarded as Regional Superintendent of the Year in Virginia in 2016 and 2024.
Education:
EdD, University of Virginia
MBA, College of William & Mary
MEd, University of Virginia
BA, Virginia Wesleyan University
#MCPSforward
Dear MCPS Community,
As the new superintendent of Montgomery County Public Schools, it is with great excitement and optimism that I join Team MCPS. This opportunity is not just a job for me; it's a calling. It's a chance to serve my home community in the profession that I am deeply passionate about, which is to provide the best educational experience possible for all children.
Community, integrity, empathy and continuous improvement have been the guiding forces of my career. I am committed to providing high-quality teaching, outstanding leadership and exceptional supporting services to the more than 160,000 students and 25,000 staff we serve.
As I begin my tenure, I wish to share with you my entry plan, which will allow me to quickly become attuned to your concerns and the work necessary to move #MCPSforward. Taking the time to learn and to listen to the MCPS community is a direct investment into making positive decisions for the future. My intention is to focus on improving academic performance, enhancing school safety, and promoting diversity and inclusion. I am equally committed to fostering community engagement, transparency and trust. My goal is to restore confidence that MCPS is a great school system with a bright future. I will bring a high level of energy to these efforts. You can expect to see me throughout the community, ready to hear your concerns.
That is what I expect for myself, for each of you, no matter your role or connection with our school system, I want you to see your path to engagement and empowerment. I believe that each of us has a part to play in identifying the changes needed for a better future. Your voice matters, and together, we can shape the future of MCPS and create an environment where every student can thrive.
I invite you to join me on this journey. Let’s work together to build a stronger, more inclusive and supportive community for all. I pledge to keep you informed every step of the way, ensuring transparency in our actions and decisions. We may not always agree, but when we don’t, I will explain why.
I conclude by saying, THANK YOU. I look forward to collaborating with you as we work towards #MCPSforward. This hashtag captures my optimism for the future; it also represents change and progress necessary for the growth of the school district I now have the privilege to lead. Again, your role is essential. Whether you provide feedback on proposed changes, volunteer your time and skills, or advocate for our schools, your contributions will help shape the future of MCPS.
Let’s do it together.
Thomas W. Taylor, Ed.D., M.B.A.
Superintendent Montgomery County Public Schools
Our Approach
Operational Approach: Leadership Rooted in Equity
While many of our students achieve at the highest levels, not all have had access to the opportunities and resources needed to meet their full potential. I am committed to MCPS's mission to address disparities in student outcomes by closing gaps in opportunity and achievement for every student, in every classroom, in every one of our schools.
To achieve our shared goals for an excellent educational experience that works for all students and fully supports all staff, we must first ensure the workplace and school environments are in place to support readiness and achievement before any changes for improvement can be implemented. Therefore, I think in the following way: first, we must consider Maslow’s Hierarchy of Needs before we can even tackle Bloom's Taxonomy of Learning. This means we must support the basic needs of students and staff before we make systemic operating changes to how we do the work.
Maslow's Before Bloom's
Bloom's Taxonomy of Educational Objectives
Dr. Taylor's Values and Guiding Principles
I believe in values-based leadership. This drives who I am, what I do and how I perform my duties.
My values are community, integrity, empathy and continuous improvement.
This entry plan embodies my values and is based on my belief that every child deserves great educators and supportive leaders. The guiding principles listed below will help focus my work throughout the next six months.
Guiding Principles
All decisions must be made in the best interest of MCPS students.
All great decisions begin with listening, empathy, relationships and research
All children in our community deserve access to remarkable learning experiences characterized by equity, engagement and support-Every Path, Every Pace, Every Student, Every Day!
All members of our community are valuable; community voices should be heard.
All actions must be the model of collaboration and transparency.
All things begin and end with the culture that leadership creates.
EXPANDING EQUITY
Opportunity, Access and Success
How can we foster more significant equity of opportunity, access and achievement for all students in MCPS?
Whether charting our course with a strategic plan, allocating resources, or guiding classroom interactions, we aim to foster equitable outcomes through expanded access and opportunities in the dynamic learning environments we cultivate. By tailoring support and pathways for each student, we ignite excitement and provide the tools for our youth to pursue their futures.
To realize equity, we are committed to:
- Open and transparent communication with all stakeholders.
- Harnessing data to inform our decisions and to ensure accountability.
- Cultivating culturally responsive and antiracist leaders.
- Developing policies and practices that dismantle barriers to equity.
- Sincerely engaging with students and families (especially those from historically marginalized communities.)
- Embracing culturally responsive and antiracist practices that hold steadfast to our expectations for every student to excel at the highest levels possible.
Informing A New MCPS Strategic Plan
Entry Plan
A comprehensive strategic plan is vital for the successful operations of any PreK-12 public school system. It serves as a dynamic framework and extends beyond academic metrics. These plans are living documents that encapsulate a comprehensive vision for educational institutions, encompassing academic excellence and holistic development. They articulate goals and outcomes essential for enhancing teaching quality, fostering inclusive environments, promoting student well-being and advancing community engagement. Strategic plans ensure that schools and central services evolve with changing needs and challenges. They provide a roadmap for sustainable growth, empowering educators to deliver high-quality teaching and learning experiences that prepare students for success in an increasingly complex world.
The current MCPS strategic plan is in its fourth and final year, which means the district is beginning the work necessary to review and adjust goals, measurements and outcomes for the Fiscal Year 2026-2029 MCPS Strategic Plan.
Currently
The MCPS Office of Strategic Initiatives is developing and implementing a yearlong effort to create the next strategic plan for the district. Key staff are driving multiple, concurrent actions to evaluate, engage and inform the new plan, including examining what has worked, and assessing enhancements to core values, principles, goals and measurable outcomes. A five-phase development plan is driving the work, which includes:
- Phase I: Preparation and research.
- Phase II: Stakeholder engagement, which will be broad and follow Board of Education Policy ABA, Community Engagement.
- Phase III: Development of an initial strategic framework for the new MCPS strategic plan.
- Phase IV: Feedback period for initial strategic framework.
- Phase V: Finalization of a draft strategic plan for Board of Education review and consideration.
The strategic plan development work begins at an opportune time, right as I begin my tenure. Therefore, my introduction and engagement with our community, essentially what I hear from you, will be part of the information guiding its development.
Strategic Plan FY 2022-2025
See the Strategic Plan FY 2022-2025
Superintendent's Interest Survey
Your most recent input has provided important considerations for the strategic plan development work. Importantly, the questions asked in this first survey provided feedback to guide the questions that must follow. Survey respondents provided feedback and concerns or communicated challenges that deserve reflection, and reflecting means asking specific questions. What follows are highlights of what was found in the more than 2,400 submissions by students, staff and families.
Survey Reflections
These were the questions from the survey:
- What should MCPS stop doing?
- What should MCPS start doing?
- What are the great things that MCPS should continue doing?
- Is there anything else you want me to know?
Five Main Themes and Suggestions from the Survey
1. Support for Educators:
- Survey respondents asked that we ensure educators and schools have necessary supports.
- Survey suggestions:
- Regular and on-time training and professional development opportunities.
- Ensure adequate classroom resources.
- Fair evaluation and support systems for educators.
2. Student Behavior:
- Survey respondents asked that action be taken to manage problematic student conduct, and create a safe and stable learning environment.
- Survey suggestions:
- Implement clear and consistent behavior management policies.
- Increase support for students with behavioral challenges.
- Foster a positive school climate through restorative practices.
3. Administrative Burdens:
- Survey respondents ask that MCPS reduce unnecessary administrative tasks that detract from teaching and learning.
- Survey suggestions:
- Streamline administrative processes.
- Reduce paperwork and bureaucratic hurdles.
4. Inclusivity and Equity:
- Survey respondents ask that MCPS continue to promote and implement inclusivity and equity work.
- Survey suggestions:
- Address disparities in educational outcomes among different student groups.
- Ensure equitable access to advanced coursework and extracurricular activities.
- Promote a culturally responsive and antiracist curriculum.
5. Transparency, Trust and Improved Communication:
- Survey respondents ask that MCPS improve communication frequency and increase transparency with parents, staff and the broader community.
- Survey suggestions:
- Increase the frequency and clarity of communications from the district.
- Encourage open dialogue between school administrators and families.
- Provide regular updates on school policies and decisions.
Topics Receiving Positive Comments:
- Praise for high expectations of education and the dedication of educators and staff.
- Promotion of inclusivity and equity efforts.
Topics Receiving Negative Comments:
- Issues with student behavior.
- Cell phones, which are a distraction for students.
- Administrative burdens for educators.
- A lack of transparency and frequency of communication with students and families.
"We must be the best
at getting better."
#MCPSforward
Superintendent’s E3 Plan
Engagement / Evaluation / Empowerment
After engaging with all stakeholders to learn, evaluate how well we are doing the work, and empowering our internal and external teams, the next step is to build for a successful future. One helpful way to conceptualize this process is by using the STARS model, which stands for Start-Up, Turnaround, Accelerate Growth, Realignment and Sustaining Success. By setting clear and achievable goals, continuously tracking our progress, and celebrating our successes along the way, we can ensure that we are consistently moving toward a successful future. The STARS model is a framework for reflection and provides a structured and systematic approach to navigating the path from planning to achievement, fostering a positive and productive mindset throughout the journey. I will do the same thing with my phased Superintendent’s E3 Plan—Engagement, Evaluation and Empowerment—in effect becoming an organizational architect to ensure the necessary work for success for students, staff and our school system as a whole.
Phase I
Engagement
The first six months will primarily focus on listening and engaging with as many educators, leaders, staff members, students, parents, caregivers and community members as possible to learn more about each individual's interests and concerns. Through engagement, we will build lasting relationships that create an atmosphere of trust and help move #MCPSforward.
Learn More
Phase II
Evaluation
One of the most important functions I will serve as superintendent is to preserve what is already working and enhance areas needing improvement. To perform this task well, I will gather data to systematically diagnose how existing efforts, programs and processes perform. Quantitative data and your anecdotal stories will tell us where to focus our energy.
Learn More
Phase III
Empowerment
I expect you to hold me accountable, and if you are not energized and excited to be a part of MCPS, I will not have done my job effectively. Families and staff should feel empowered to act in the best interest of our children. Together, we will create a learning experience for our children focused on student growth and characterized by equity, engagement and support. Families and staff are, by necessity, fundamental partners in each child's academic and growth journey; this is why I see each of us as partners in an improved school district.
Learn More
Let's Go Deeper
Phase I — Engagement
In Phase I, I will focus on listening to and engaging with as many stakeholders as possible to learn more about the Montgomery County community and build lasting relationships.
Goal:
Build positive relationships with educators, leaders, students, parents, key stakeholders and the community to learn more about Montgomery County Public Schools and the community.
Deliverable:
A Published Synthesis of Community Feedback
What
- Multiple in-person and virtual Stop-Start-Continue listening opportunities to meet families, staff and stakeholders.
- Meet with the Board of Education to establish a cohesive partnership and to set the stage for future success.
- Ensure in-person availability for all Board member districts. Make sure members are invited and present.
- Within one year, visit all school and program sites.
- Use existing opportunities for repeat opportunities to engage and hear from all principals.
- Meet with community and educational support organizations, such as MCCPTA, NAACP Parents Council, Black and Brown Coalition (among others), higher education partners, the county council, the county executive and other advocacy groups.
- Meet with district state representatives and senators.
- Attend multiple MCPS standing engagement events, such as the Back-to-School Fair, Mental Health Awareness Fair, Champions for Children celebration, Operating and Capital Budget forums, Choose Respect event, and many others as can be scheduled.
- Establish a transition team to identify strengths, opportunities and recommendations.
|
WHEN The following list of engagement or learning opportunities only includes the confirmed dates (and information) as of Aug. 2024. |
|
|---|---|
|
July & August (summer)
|
|
|
SEPTEMBER
|
|
|
OCTOBER
|
|
|
NOVEMBER
|
|
|
DECEMBER
|
|
Phase II — Evaluation
One of the most important functions for me as the new superintendent is to preserve what is already working and enhance areas needing improvement. Before any changes are made, we must carefully evaluate strengths and challenges. To perform this task well, I need to learn how existing efforts perform. Quantitative data and anecdotal stories from you will indicate focus areas.
Goal:
Comprehensive understanding of what is working well in MCPS and thoughtful determination of which areas should be enhanced or improved.
Deliverable:
Draft of the suggested new MCPS Strategic Plan priorities
- Review Board of Education policies and district regulations. Include policies or regulations that may currently be under review or in the process of being updated.
- Review the MCPS Strategic Plan with instructional and operational departments to understand the identified goals and metrics.
- Review existing data for current identified strategic plan goals.
- Hear from MCPS departments and school staff about what works well and what should be improved.
- Review and understand the work being done to implement the MCPS Antiracist Action Plan.
- Review and understand the priorities in the most recently passed Fiscal Year 2025 Operating Budget.
- Review and understand the current Capital Improvements Project Plan to better understand current and planned projects and any necessary boundary studies.
- Review the Districtwide Approach to Educating, Preventing, and Addressing Hate Bias and the Report of the Center for Applied Linguistics Commission on ELD Instruction and Latina/o Student Achievement in Montgomery County Public Schools (the CAL Report).
- Host Stop-Start-Continue events for the Board of Education and Board advisory groups, as well as parent, student and staff focus groups.
Phase III — Empowerment
I expect you to hold me accountable. If you are not energized and excited to be a part of MCPS, I have not done my job effectively. Students, staff, families and the community should all feel empowered to act in the best interests of our children. Together, we will identify changes that can reshape the learning experience for students in Montgomery County Public Schools, as we focus on an excellent educational environment characterized by safety, equity, engagement and preparation for life after high school. This begins with our collective efforts to build a culture of equity, continuous improvement, support and innovation.
Goal:
Establish a positive culture of support and trust in MCPS that drives a focus on high expectations for equitable and positive outcomes for every student.
Deliverable:
Instructional and Operational Recommendations
ENSURE:
- Communication is frequent, factual and easy to understand.
- Weekly messaging to staff with reflections of our work, lifting up members of Team MCPS.
- Transition of parent and staff newsletters to an easy-to-read platform with improved content that provides better user analytics.
- Media Engagement Plan.
- A “service to schools” mindset for central services staff.
- The communication and reporting structures that support transparency and full reporting for all work, from budget development to academic programming.
- Frequent informational updates to all governing bodies (Board of Education, County Council, County Executive and state representatives.)
- Central services support for Board of Education two-way communication efforts.
- Culturally responsible and antiracist engagement opportunities
Superintendent's Biography
Learn more about Dr. Thomas W. Taylor
Ask the Supe
Email: superintendent@mcpsmd.org
Stay Connected
A one-stop shop for tools that help you stay in touch with Montgomery County Public Schools
