Culture is the bedrock of an organization. If the bedrock isn’t solid, what is built on the bedrock isn’t structurally sound. In Warren County Public Schools, one of our goals is to build a culture in which staff choose to work, students desire to learn, and parents elect to send their children – a culture with a strong bedrock. In this kind of culture, students and employees can be their best; they have a foundation on which to grow and learn. Building this kind of culture is virtually impossible, however, without establishing trust. Without trust, people don’t experience strong footing on a solid foundation. As culture is the bedrock of an organization, trust is the bedrock of culture.
Culture is the bedrock of an organization. If the bedrock isn’t solid, what is built on the bedrock isn’t structurally sound.
Trust Builds Strength in Culture
In a culture of trust, trust is orchestrated in every word and action – from the boardroom to the classroom. Trust is intentional; it is not a mystery. It squelches ambiguity and fosters confidence in leadership, self, and others. Trust provides feelings of security in which people are willing to take chances to learn and grow. Trust is about being so open and consistent with decisions and expectations that people know what to expect of them and what is expected of others. It is about each person striving to live the model for what is “right.” In a culture that exhibits this kind of trust, people seek to do and be their best, and they are encouraged and supported in doing so.
Building a culture of trust is a two-way process; each person must be trustworthy while simultaneously trusting others. Building trust means feeling listened to and genuinely listening to others. This is a culture in which people desire to actively share their perceptions and feel safe sharing; this open interplay of communication strengthens the two-way exchange of trust. Upholding the voices of others enables trust to flourish.
Using Stakeholder Surveys to Build Trust
Surveys are one effective way Warren County upholds stakeholders’ voices and strengthens the district’s cultural bedrock by building a layer of trust. For Warren County, surveys are more than a necessity of compliance. They are a powerful lens to peek into the district’s successes and areas of needed improvement as seen through the perceptions of stakeholders; they are a way of demonstrating the value of voices, particularly those most qualified to share information – those directly impacted by district services. By elevating voices, trust is elevated.
Warren County administers a series of surveys annually: an Employee Experience Survey, a Student Experience Survey, a Parent Experience Survey, and a District Support Services Survey. In isolation, the survey results are telling, but the true power of the survey data comes with what is done with the data and feedback. Survey results are a springboard for meaningful conversations around improvement. Stakeholders engage with district leaders in conversations to mine for deeper meaning in the survey data. “Wins” are celebrated and scaled, and potential actions for improvement become the focus of meaningful conversations. When stakeholders see their input is used for improvement, trust grows.
When stakeholders see their input is used for improvement, trust grows.
For example, following the implementation of the Parent Experience Survey, district leaders dug into the survey data, listened to parent feedback, and responded to what was shared.
As a result, improvements emerged, and trust grew. For instance, two Parent Engagement Days were added to the 2025-2026 district calendar, resulting in significantly increased parent engagement outcomes.
Specifically, the overall survey mean improved from 4.14 (50th percentile) in Spring 2025 to 4.48 (93rd percentile) in Fall 2025 and stabilized at 4.39 (85th percentile) in Spring 2026. Every school utilized these dedicated days to strengthen connections with families by sharing student achievement data; highlighting school programs, clubs, services, and supports; and creating meaningful dialogue opportunities. Over 8,000 families met with teachers and staff to engage in conversations.
Addition actions were taken in response to feedback regarding accessibility and communication. Translation services were expanded by introducing two-way translated communication platforms, translation technology in school front offices, and classroom-based translation support. These enhancements complemented the district’s existing in-person translation services and Language Line support, increasing accessibility for multilingual families.
Feedback and data analysis also led to expanded early childhood education opportunities. The district transitioned from offering two days of preschool weekly to providing four days. Additionally, the district established the Early Learning Academy, creating innovative early learning experiences that expose students to college and career readiness pathways through programs focused on culinary arts, STEM, innovation, and fine arts.
When stakeholders see leaders acting on survey results, the organizational bedrock is strengthened.
In Warren County, we have seen the value of using surveys to build trust through improvement. When stakeholders see leaders acting on survey results, the organizational bedrock is strengthened. These actions communicate that stakeholder voices are valued and essential to improvement. Layer by layer and voice by voice, trust grows through intentional responses to feedback and survey results.
