Interim superintendent outlines 90-day turnaround: $4.5M literacy grant, mid‑year pay increases and new accountability tools

Interim superintendent of Clayton County Public Schools delivered a 90‑day progress report saying the district has moved through listening, stabilization and alignment phases and taken immediate steps to strengthen operations and classroom instruction.

"When I took the oath to serve as interim superintendent, I stated clearly that this work would be deliberate, structured, and focused on what matters most, serving children well," the interim superintendent said, framing the report around accountability and visible change.

The speech outlined several operational reforms the superintendent said were completed in the first 90 days. The district reported completing four years of audits, tightening financial controls, improving procurement practices and reinforcing purchase‑card oversight. The superintendent said timekeeping and payroll systems were clarified and compliance practices standardized to reduce situational enforcement.

On instruction, the superintendent said the district protected instructional time, tightened schedules and defined high‑quality tier‑one instruction to reduce classroom inconsistency. Student supports — including special education, ESOL, counseling, attendance, health and behavioral services — were described as being realigned so students experience coordinated support rather than disconnected responses.

The superintendent announced a $4.5 million early literacy grant aimed at the earliest years of learning and said partnerships have been strengthened to "connect learning to life." The address also noted that climate surveys were implemented and action was required where school environments did not reflect district values.

The district reported securing a funding path to provide mid‑year pay increases for all full‑time employees. "Those who carry the work should feel the value of that work now, not later," the interim superintendent said, describing the pay action as stewardship of resources.

The speaker said the Arena at Southlake was onboarded with an operator in a way that "protects a community investment without taking from the classroom," and announced the arena has opened to host events including the district’s planned 2026 graduations.

To improve transparency and performance oversight, the superintendent said a district‑wide performance dashboard now offers near‑real‑time insight into academics, attendance, discipline and operations and that routine reporting will require leaders to show evidence rather than explanations. "Accountability is no longer a moment, it is a practice," the superintendent said.

Looking ahead, the superintendent said the district will convene a district‑wide leadership symposium to align practice among leaders and managers and to deepen shared responsibility. The speech closed with an appeal to earn public trust through continued listening and disciplined, collaborative work.

The address contained no formal votes or board actions; the speaker described completed audits, funded pay increases and grants that the district says it secured. Next steps identified in the speech include the upcoming leadership symposium and the district’s 2026 graduations at the Arena at Southlake.