When Dr. Todd A. Walker stepped in as superintendent of Richland One on July 1, 2025, he didn’t waste time in laying the foundation for change. His early work has centered not on mandates or sweeping policy moves, but on a careful, participatory entry plan designed to engage stakeholders, diagnose strengths and weaknesses, and build a long-term vision. This “90-Day Strategic Entry Plan” sets the tone for what many hope will be a more transparent, accountable, and community-centered era in Richland One, Columbia, SC.

I had the opportunity to support Superintendent’s Walker intentional entry work earlier this month as a part of his Academic Performance and Leadership Transition Team and his invitation to include trusted advisors as a part of the process. The district is comprised of over 21,000 students, more than 4,000 employees, and a budget exceeding $500 million.

A key pillar of Walker’s approach has been hosting “Listening & Learning Sessions” across the district. Throughout September and October, he’s opened forums for students, parents, teachers, staff, and community members to weigh in on what matters most to them—and what they want Richland One to become. The sessions are informal and designed to elicit honest feedback, not just from leadership but from everyday people who live the realities of the district. Venues like community centers, schools, parks, markets, and churches have all been used, demonstrating an effort to meet people where they are.

Superintendent Walker outlined early goals that include strengthening academic outcomes, improving transparency in operations, and addressing financial concerns. These are not vague aspirations: his entry plan lays out that by the end of his first 90 days, he will deliver a written report of findings to the Board of School Commissioners. Then, at 120 days into his tenure, a draft of “Vision 2030” for the district will be presented to the public.

This structured timeline helps set clear expectations both for what the community can expect and when, and for how Dr. Walker will measure initial successes. It also opens pathways for accountability: the community and Board will have documented benchmarks to assess what has been heard, what has been acted upon, and what remains in progress.

While the Listening & Learning Sessions are wide in scope, the early focal areas are clear:

  • Academic improvement: Walker is looking at what is—and isn’t—working for students’ learning and outcomes.
  • Financial stewardship: He has made clear that stabilizing and clarifying the district’s finances will be a priority.
  • Building trust through transparency: Whether it’s through broad community input, public reporting, or more open operations, Walker appears committed to restoring confidence in the district’s leadership.

Superintendent Walker’s entry plan is ambitious—but it’s also grounded in fundamentals: engagement, clarity, and follow-through. The listening-learning model gives space to people who are often overlooked, while the clearly timed deliverables offer accountability. As Richland One moves forward, the real test will be in translating what’s heard into what’s changed—and doing so in a way that’s visible to the community. If Walker’s early steps are any indication, he understands that trust is built not just by intention, but by consistent, tangible action. Wishing Superintendent Walker and the Richland One community every success in the work ahead.