Vision Statement
Vision Statement:
As a leader, I will encourage educational excellence and innovation by fostering a dynamic, collaborative professional learning community that promotes equity, high expectations, and empowerment for all stakeholders in order to support each child’s academic, physical, emotional, social, and behavioral growth.
Supporting Tenets:
As a strategic leader, I will work with the school community to continually strive for excellence by building on the core values that we share as stakeholders, identifying a shared mission, vision, and goal(s), and making a clear path in order to reach our desired outcomes in the preparation of students as future global leaders.
As an instructional leader, I will encourage collaboration through PLC, set high standards for teachers, students, and families pertaining to academic rigor, and coach all staff members on best practices in order to design highly engaging, highly effective, differentiated lessons and school work that is appropriate and challenging for each student in our school.
As a cultural leader, I will value the traditions from the past, work to build a sense of identity as a school, verify that the culture of our school is aligned to the goals of improving learning for each child, and make positive shifts to culture, if needed, to ensure that a positive culture is promoted daily between school staff, students, families, and the community.
As a human resource leader, I will develop systems and procedures that result in the recruitment, support, and retention of high-quality, high-performing staff members in all areas, ensure fair and consistent teacher evaluation, protect teachers from unnecessary duties that interfere with teaching, and prioritize the empowerment of teachers to be leaders of their classrooms and schools in order make sure the school is a true professional learning community.
As an external development leader, I will promote community engagement and support in the school, create opportunities for staff members, students, families, communities, and businesses to participate in school improvement efforts as true stakeholders, and show appreciation to those who offer support in order to continuously improve our school community.
As a micropolitical leader, I will build relationships and systems that embrace the diversity of the staff, understand the needs for staff members as both professionals and continuous learners, and facilitate shared decision-making in order to promote equity for students and staff as well as project the school forward in terms of both culture and academic achievement.
As an academic achievement leader, I will utilize data to drive decisions, teach staff members to use data in a variety of ways that measures progress and positive growth for every child, hold everyone to high standards of academic achievement, and promote the culture that each and every child will grow while in our care in order to contribute to the overall academic success of the school.
As a leader, I will encourage educational excellence and innovation by fostering a dynamic, collaborative professional learning community that promotes equity, high expectations, and empowerment for all stakeholders in order to support each child’s academic, physical, emotional, social, and behavioral growth.
Supporting Tenets:
As a strategic leader, I will work with the school community to continually strive for excellence by building on the core values that we share as stakeholders, identifying a shared mission, vision, and goal(s), and making a clear path in order to reach our desired outcomes in the preparation of students as future global leaders.
As an instructional leader, I will encourage collaboration through PLC, set high standards for teachers, students, and families pertaining to academic rigor, and coach all staff members on best practices in order to design highly engaging, highly effective, differentiated lessons and school work that is appropriate and challenging for each student in our school.
As a cultural leader, I will value the traditions from the past, work to build a sense of identity as a school, verify that the culture of our school is aligned to the goals of improving learning for each child, and make positive shifts to culture, if needed, to ensure that a positive culture is promoted daily between school staff, students, families, and the community.
As a human resource leader, I will develop systems and procedures that result in the recruitment, support, and retention of high-quality, high-performing staff members in all areas, ensure fair and consistent teacher evaluation, protect teachers from unnecessary duties that interfere with teaching, and prioritize the empowerment of teachers to be leaders of their classrooms and schools in order make sure the school is a true professional learning community.
As an external development leader, I will promote community engagement and support in the school, create opportunities for staff members, students, families, communities, and businesses to participate in school improvement efforts as true stakeholders, and show appreciation to those who offer support in order to continuously improve our school community.
As a micropolitical leader, I will build relationships and systems that embrace the diversity of the staff, understand the needs for staff members as both professionals and continuous learners, and facilitate shared decision-making in order to promote equity for students and staff as well as project the school forward in terms of both culture and academic achievement.
As an academic achievement leader, I will utilize data to drive decisions, teach staff members to use data in a variety of ways that measures progress and positive growth for every child, hold everyone to high standards of academic achievement, and promote the culture that each and every child will grow while in our care in order to contribute to the overall academic success of the school.