Most districts are not short on ideas. If anything, they are navigating an ever-growing list of programs, tools, and priorities, all competing for time and attention. Without a clear system for alignment, even strong initiatives can lose momentum and strain staff capacity.
In this session, Dr. Terra Greenwell, former Chief Academic Officer at Jefferson County Public Schools (KY), joined district leaders Kim Marable and Dr. Drew Coleman to share how leadership teams can evaluate every program, practice, and purchase against a clear strategic plan. Drawing from her experience in one of the nation’s largest districts, Dr. Greenwell outlined a disciplined approach to change management that protects teacher capacity and strengthens long-term implementation.
Throughout the discussion, leaders shared strategies on how to:
If your district is juggling multiple initiatives and working toward stronger coherence, this session offers a practical roadmap to align daily work with long-term goals.
When every tool, program, and expectation is tied to just a few clear priorities, schools spend less time chasing disconnected work and more time improving what matters most for students. For leaders, that means protecting focus, resisting shiny new additions, and making sure staff can always confidently answer one question: Why are we doing this?
When teachers feel overloaded, too many moving parts, limited clarity, and poor sequencing can quickly make the work feel heavier than it needs to be. Clear communication, realistic pacing, and stakeholder feedback (including their involvement from the very start) help leaders roll out change in a way that feels manageable and, quite frankly, worth the effort.
Strong change management depends on setting milestones, checking in often, and using both numbers and real feedback from staff to see what’s working. That gives leaders a clearer picture of whether the work is actually moving students in the right direction before too much time passes.