STANDARD ONE - STRATEGIC
The school leader designs a vision and mission that will build on the school's values and beliefs by creating school improvement processes that drive decisions and inform the culture of the school. Please click on the black button to view the referenced artifact.
Standard Ia - School Mission, Vision, and Strategic Goals
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When transitioning to Alston Ridge Middle School, I shared the need for us to have staff input when finalizing our vision and goals for the school. We invited about 25 early hires to a planning session in May with the purpose of creating an atmosphere where everyone felt comfortable living in the vision of the school. Our planning session incorporated opportunities to understand the "big buckets" that we wanted to establish and to determine what supports would be needed for full implementation.
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As part of our inaugural year at Alston Ridge Middle School, I planned and executed a successful Ribbon Cutting Ceremony. This event helped to show the Northwestern community our vision and values. One of the highlights of the event was watching the reactions from school board members when viewing the video I created to highlight our school.
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Throughout my educational leadership journey, I have written a number of philosophy and vision statements. As my leadership style has matured, so has my vision of self. Linked here is my current vision, although this will continue to adapt as I gain more experience as a school leader.
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Standard Ib - Leading Change
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In order to lead strategic change within the building, it became essential to gather perception data from staff members. Quarterly, we conducted a similar survey and disaggregated the data. Each quarter, we created an overview of the trends that we saw and presented the trends along with next steps to our Leadership Team and School Improvement Team. This practice helped with being intentional in making decisions for the school.
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In addition to gathering staff perception data, we knew it was important to gather data from our clients, the students. We designed three questions that represented what we wanted the student experience to be at Alston Ridge. Similarly, we provided this survey to students quarterly and utilized the trends to engage in discussions around how to improve that experience.
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My Problem of Practice centered around how to lead academic change within our building with the goal of improving achievement. Halfway through our first year, we knew that some instructional expectations needed to be put into place to improve our year-one outcomes for children. This Logic Model discussed the process that I utilized. Please view my Problem of Practice page for additional information.
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Standard Ic - School Improvement Plan
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When developing the School Improvement Team at Apex Friendship Middle School (2018-2019), I organized the team through committees based on each of the required Indistar Indicators. Our committees utilized desired state mapping through the Understanding by Design process and found data points to establish their baseline. Our plan was developed through the needs our data presented in order to drive decisions.
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As the Principal Resident at Alston Ridge Middle School, I participated in the creation of a SIP Data Dive Website. This website incorporated a number of data regarding perception and achievement at our school. As we are in the creation stages of our first school improvement plan, analyzing our data served as an essential step in determining our comprehensive needs.
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Standard Id - Distributive Leadership
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As an administrative team at Alston Ridge Middle School, we participated in a training called "The Collaborative Operating System." This training put our team through a protocol that helped us develop commitments to one another regarding feedback, communication, conflict management, and more. The purpose behind this system is to then take these agreements and utilize them with other committees or teams that we engage in within the building to help them create their own alignment and ownership.
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At Alston Ridge, we want our teachers to be committed to problem solving and taking on leadership opportunities that are presented to them. Instead of making decisions for each of our teams and committees, we asked them to create proposals to send to us so we could provide them with ownership. Attached is a link to the original proposal sent to us by our Staff Equity formation team.
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I conducted a House Council Leadership Summit with the four house leaders. The purpose of this meeting was to empower these teacher leaders to lead House Council more effectively. The team had been used to relying on me to finalize decisions, but we designed commitments to one another in order to have improved alignment and ownership.
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