Culture of Respect, Trust & Transparency.
Discussions about student achievement that are open, honest, non-blaming, and problem-solving in nature lead to higher achievement.
The State of Michigan requires districts to post certain financial and student data on the district website.
Abusive supervision lowers organizational performance.
Resources for Families
Resources for Educators:
Creating a Culture of Integrity in the Classroom
“Shaping District Culture,” Lisa Bjork & Suzanne Bond, American School Board Journal, March, 2006 https://www.nsba.org/sites/default/files/reports/school-district-culture.pdf
 “Consequences of Abusive Supervision,” Bennett J. Tepper, Academy of Management, 11/30/17
We are committed to establishing a positive culture by treating people with respect and acting with integrity and transparency.
We commit to creating a positive culture characterized by respect, integrity, honesty and openness in all that we do. We will do our best to actively listen to the school community and engage the community well in advance of decisions that will directly affect them. Disagreement and discourse are required ingredients for democracy to flourish, so we will welcome and respect differing viewpoints from the public and always ask for evidence to support decisions that are being made. We recognize that ultimately the Board is the voice of the community in our schools and our school leaders should be guided by that voice.
Why are we committed?
Summary of Events - A Culture Crisis For too long now, the culture among the adults in our district has not been healthy. This holds us back from achieving all that we can. Culture starts at the top—the behavior of our board and district leadership sets a tone for TCAPS staff and students.
We feel that the TCAPS board has contributed to this unhealthy culture of fear and mistrust by enabling and encouraging poor leadership behavior, by failing to hold the superintendent accountable for building a positive culture, and for failing to treating community members who voice disagreement with dignity and respect. This is evidenced by events of the past year, which are outlined in this summary of events and 228-page Rehman investigation..
Unequivocally, we do not support a leadership style at any level of any educational organization that breeds fear and intimidation. In order to continually improve teaching and learning, everyone must feel free to raise issues, challenge decisions, discuss problems, and speak their truth about the best way to serve children. It is what our community expects. Culture begins at the top. And we believe that it is the board’s and the CEO’s responsibility to fix it.
The board would lead you to believe that “this is all behind us now.” It is not.
How are other districts making a difference?
Denver Public School leadership supported the launch of A+ Colorado , an independent non-profit organization aimed at improving Denver schools by making information on district performance and policy and more easily available to the Denver community.
The School District of Philadelphia partners with non-profit Open Data Philly to direct families to reports on student performance and school information.
What actions will we take in TCAPS?
Summary of events of past year