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 Ia. 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.
As the chair of Bethesda's PBIS subcommittee, we first ensured that Bethesda's mission, vision, theme, and expectations were at the forefront of our mind when looking at future planning. We further made sure that all staff members were aware of these aspects as well. Additionally, I purchased and installed two 8' x 3' vinyl signs that ensure that anyone coming to our school or walking through the hallways are aware of the mission and vision. As part of the DPLA program, I also wrote my own personal vision statement. My personal vision not only describes my values, but also my personal ethics. Our school's vision and my personal vision articulate clearly that students are our customer focus.
Element Ib. Leading Change: The principal articulates a vision, and implementation strategies, for improvements and changes which result in improved achievement for all students
As a member of Neal's Instructional Leadership Team, I served on the "Wrap Around Services" team which was a collaborative project between our school leadership team and the district leadership team. During this meeting, we collaborated to review data and decide on an action plan for the year. We also had an opportunity to request additional resources from this district either monetarily or in terms of human resources based on our vision and strategies for improvement. As part of our mission to continually improve the quality of education for our students, we understood that implementing change was essential. Additionally, I served on the Instructional Leadership Team and we identified areas for improvement pertaining to positive changes. We worked on them together with the faculty and then prepared the document below identifying the changes for the school year. These procedures and systems ensure that all staff members have ownership for student success.
Element Ic. School Improvement Plan: The school improvement plan provides the structure for the vision, values, goals and changes necessary for improved achievement for all students
As a member of both Neal's and Bethesda's School Improvement Teams, I collaborated with school staff in order to intertwine our mission, vision, and goals with the action steps within the school improvement plan. I also serve as the chair of Bethesda's PBIS School Improvement Team subcommittee and work to ensure that our school-wide PBIS is effective and aligns with our mission, vision, values, and goals.
Element Id. Distributive Leadership: The principal creates and utilizes processes to distribute leadership and decision making throughout the school.
At Neal, I had the opportunity to not only observe my cooperating principal as he distributed leadership and decision making, but I also had the opportunity to do the same in my experience as the 6th grade administrator. During grade level meetings, a variety of building level leaders including academic coaches, MTSS facilitator, team leaders, etc. Action steps were decided on and distributed among the stakeholders at the meeting in order to ensure that everyone was a leader within their own domain. At Neal, we also distributed leadership to our teachers by giving them opportunities to serve as coaches for each other. We completed both "Ghost Walks" and PLC Days with observations and feedback for all of our teachers. By continually striving to be results oriented through our systems and decisions, we will continue to strive towards increased achievement.
COURSEWORK
Letter of Introduction
Evaluation of Teacher Working Condition Survey
PROFESSIONAL DEVELOPMENT AND TRAININGS
Crucial Conversations
Distinguished Leadership in Practice
Understanding by Design
School Visits
READINGS
How to Win Friends and Influence People (Carnegie)
Leverage Leadership (Babrick-Santoyo)
Reframing Organizations (Bolman & Deal)
Seven Habits of Highly Effective People (Covey)
Speed of Trust (Covey)
Letter of Introduction
Evaluation of Teacher Working Condition Survey
PROFESSIONAL DEVELOPMENT AND TRAININGS
Crucial Conversations
Distinguished Leadership in Practice
Understanding by Design
School Visits
READINGS
How to Win Friends and Influence People (Carnegie)
Leverage Leadership (Babrick-Santoyo)
Reframing Organizations (Bolman & Deal)
Seven Habits of Highly Effective People (Covey)
Speed of Trust (Covey)