Standard 1: Strategic Leadership
Principals will create conditions that result in strategically re-imaging the school’s vision, mission, and goals in the 21st century. Understanding that schools ideally prepare students for an unseen but not altogether unpredictable future, the leader creates a climate of inquiry that challenges the school community to continually re-purpose itself by building on its core values and beliefs about its preferred future and then developing a pathway to reach it.
Element 1a. School Vision, Mission and Strategic Goals:
The school’s identity, in part, is derived from the vision, mission, values, beliefs and goals of the school, the processes used to establish these attributes, and the ways they are embodied in the life of the school community.
The school’s identity, in part, is derived from the vision, mission, values, beliefs and goals of the school, the processes used to establish these attributes, and the ways they are embodied in the life of the school community.
Long before beginning my internship, I took a deep dive into my values and beliefs in an effort to better communicate my personal vision and mission. It was and continues to be a process of evolution as I grow in my daily walk as an educational leader. The documents below reflect moments of my journey. Throughout my internship, I have tried to embrace my school's mission and vision and have worked to help reach our short and long term goals for this school year.
|
|
Element 1b. Leading Change:
The principal articulates a vision, and implementation strategies, for improvements and changes which result in improved achievement for all students.
The principal articulates a vision, and implementation strategies, for improvements and changes which result in improved achievement for all students.
To the left is an example of one of the custom made walk through google forms we have used throughout the year. We created several, each with a different focus area ranging from student engagement to implementation of the Instructional Framework. The above artifact is my educational philosophy. It clearly aligns with my personal vision for my role as a leader. Leading change is not an easy task but a task that must be done for the sake of improving and maintaining a productive educational program. I have grown in my understanding of what change means in respect to how it is viewed by various stakeholders and how it impacts others.
|
Element 1c. School Improvement Plan:
The school improvement plan provides the structure for the vision, values, goals and changes necessary for improved achievement for all students.
The school improvement plan provides the structure for the vision, values, goals and changes necessary for improved achievement for all students.
I revised a rolling agenda to use at our monthly Leadership Team meetings. Prior to preparing the agenda, I sent out a google document a few weeks in advance for staff to share concerns that needed to be addressed at the meetings. Those concerns were included on the agenda.
Agenda link: https://docs.google.com/document/d/1jdJ2Z5He9iG_HRYGMRJQsl3PGj5CmxAb_JSQ9WgP4yo/edit
Agenda link: https://docs.google.com/document/d/1jdJ2Z5He9iG_HRYGMRJQsl3PGj5CmxAb_JSQ9WgP4yo/edit
In an effort to improve reading proficiency at NES in grades K-5, I implemented a school-wide focus on vocabulary. Each week the school focused on 2 high frequency words known as "Wise Words." See the schedule below. These words were posted in each class room and addressed in a variety of ways. Students shared the words daily on morning announcements.
Element d. Distributive Leadership:
The principal creates and utilizes processes to distribute leadership and decision making throughout the school.
The principal creates and utilizes processes to distribute leadership and decision making throughout the school.
The principal and leadership team at NES set up various committees to serve throughout the year. Those committees include Awards, PBIS, MTSS, and Cardinal Care (Social). I have seen first hand how buy in from your staff can make or break a plan. By participating on these committees, I was able to share input. Empowering others by allowing them to use their gifts and strengths can enhance your program in unimaginable ways. Allowing your staff (and students) the grace to fail forward and take risks has huge rewards.
|
|
This email was sent to inform the involved staff about peer observations. I collaborated with the principal to set up the schedule. By having staff participate in this process, they are empowered to contribute to the overall success of our program.