Executive Director of Strategic Initiatives

Executive Director of Strategic Initiatives

Trinity Basin Preparatory, Inc Central Admin - Grand Prairie, Texas Open in Google Maps

Job : 5877377
Final date to receive applications: Sep 30, 2026 11:59 PM (Central Standard Time)
Posted: Aug 10, 2026 5:00 AM (UTC)
Starting Date: Immediately

The Executive Director of Strategic Initiatives provides executive leadership for Trinity Basin Preparatory’s highest-priority school improvement initiatives, with primary responsibility for accelerating outcomes at turnaround schools and designing high-impact professional learning sequences for principals.

The Executive Director serves as both a turnaround leader and principal-development strategist
, translating district priorities into coherent systems of implementation, leadership development, progress monitoring, and accountability. The role works closely with the Chief Academic Officer to identify organizational barriers to school performance, establish clear expectations for improvement, develop principal capacity, and ensure that improvement strategies result in measurable changes in adult practice and student outcomes.

The Executive Director directly supports and supervises assigned turnaround principals while developing professional learning experiences that strengthen principal leadership across the district.

• Turnaround School Leadership and Accountability — 40%
  • Directly supervise, coach, develop, and evaluate principals of assigned turnaround schools.
  • Develop differentiated school improvement strategies based on academic performance, leadership capacity, staffing, culture, attendance, student support, and operational data.
  • Establish clear 30-, 60-, and 90-day priorities, milestones, and leading indicators for turnaround campuses.
  • Conduct frequent campus visits to assess the quality and consistency of implementation.
  • Identify root causes when improvement strategies are not producing expected results and rapidly adjust actions, resources, or supports.
  • Ensure campus improvement plans move beyond compliance and function as actionable turnaround plans.
  • Monitor Tier 1 instruction, intervention, school culture, staffing, attendance, SPED/EB performance, and other high-leverage indicators.
  • Partner with principals to identify and address ineffective systems, practices, and adult behaviors that impede student achievement.
  • Maintain a strong sense of urgency around campuses requiring significant improvement while building sustainable leadership capacity.
• Principal Professional Learning Strategy — 25%
  • Design and lead coherent, yearlong professional learning sequences for principals aligned to district priorities and demonstrated leadership needs.
  • Develop principal learning experiences that move beyond isolated professional development sessions toward a deliberate progression of learn -> model -> practice -> implement -> receive feedback -> demonstrate mastery
    .
  • Use school performance data, principal observation trends, implementation data, and leader feedback to determine professional learning priorities.
  • Develop exemplars, protocols, practice opportunities, case studies, simulations, and other tools that allow principals to practice critical leadership behaviors.
  • Coordinate with School Leadership and Teaching & Learning leaders to ensure principal development reinforces district instructional and organizational expectations.
  • Evaluate the effectiveness of principal professional learning by determining whether learning transfers into observable changes in leadership practice and campus outcomes.
• Strategic Initiative Design and Execution — 15%
  • Lead high-priority academic and school-improvement initiatives assigned by the Chief Academic Officer.
  • Translate strategic priorities into clear implementation plans with defined owners, timelines, deliverables, measures of success, and progress-monitoring routines.
  • Identify cross-functional dependencies and coordinate with Academic, Student Support, Human Resources, Operations, Finance, and other departments as necessary.
  • Develop repeatable systems and tools that allow successful turnaround practices to scale across the organization.
  • Surfa…