School Leader Vision Statement
The Johnston Principal Leadership Academy program challenged me to dig deep, discover my "why", and articulate my passion and purpose for school leadership in a well-crafted vision statement. Through this process and our ELP 551: Contexts and Challenges of School Improvement course, I learned the importance of developing a shared vision among all stakeholders, and then aligning all of the work in the school to the shared vision, including but not limited to: School Improvement Plan goals, professional development offerings, weekly PLC discussions, and school-based initiatives. The actions and decisions of administration and the School Improvement Team should reflect the core values outlined in the school's vision statement.
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Student Services PLC
The mission of Benson Elementary is to provide a positive and engaging learning environment where social, emotional, and academic needs are met and all students reach their fullest potential. During my principal residency, my administrative team and our student support personnel started a Student Services PLC in an effort to fulfill our mission by meeting the diverse needs of students and their families. Our PLC included our three administrators, the school social worker, the school nurse, and our school counselor. This bi-monthly meeting allowed us to keep the lines of communication open between various departments and utilize the expertise of each PLC member to support students using a whole child approach.
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School Transformation
In our ELP551: Contexts and Challenges of School Improvement course, we learned that the "recipe" for school transformation involves mixing "equal parts" positive school culture and strategy. The school leader must establish a shared vision among all staff, which serves as the foundation for all school improvement work; the shared vision should represent the core values of the school. In order to lead positive change, the systems in the building must be aligned, including the vision, goals, strategies for improvement, and professional development. Aligned systems yield better results, which will positively impact student achievement.
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Benson Elementary Walkthrough Tool
In an effort to increase rigor and student engagement, the administrative team and Curriculum Coach conducted walkthroughs on a weekly basis. During our classroom visits, we completed the BES Walkthrough Tool google form indicating the level(s) of questioning that were heard and students' levels of engagement overall. In addition, we asked questions or wrote comments and upon submitting the form, teachers were sent an email of our responses. Getting into the classrooms often and offering teachers prompt, ongoing feedback on two specific areas of focus, rigor and student engagement, helped teachers make positive adjustments throughout the year.
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Professional Development Designed to Support School Improvement Goals
In an effort to keep our School Improvement goals at the forefront and continue to be strategic about achieving our goals, the administrative team and Curriculum Coach collaborated to plan meaningful professional development for our staff on the one workday we had in February. Two of the three sessions linked directly to our School Improvement Plan goals, with one focusing on using data to improve literacy growth and achievement, and the other focusing on social-emotional learning for our students. Teachers were asked to use the information learned in these sessions to create a "Plan of Attack" to implement for the remainder of the year. The plan detailed how they were using data to target skill deficits for specific students.
Achieving the goals outlined in the School Improvement Plan requires strategic planning, prolonged focus, and clear action steps. Teachers need support and resources for providing targeted instruction designed to close skill gaps and support growth for their students. |
Roles and Responsibilities
During my principal residency, my principal mentor utilized distributive leadership practices to fulfill the many roles and responsibilities required to run a school effectively. Our administrative team and the Curriculum Coach met at the beginning of the school year to discuss our strengths and areas we would like to grow in. Based on our discussion, we determined our responsibilities for the year and created a chart to be shared with staff.
Administrators must put together a leadership team that can work collaboratively and share the workload, with the ultimate goal of moving the school forward. |
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Distributing Leadership Opportunities
As a Principal Resident, I supported teacher assistants by facilitating monthly TA PLC meetings. In an effort to make these meetings productive and meaningful, I often provided some type of professional development. In the month of February, I asked Ms. Gabrielle Jones, our school counselor, to share information on Social-Emotional Learning during our meeting. Ms. Jones had the opportunity to lead our teacher assistants through a training that helped them discover more about themselves and how they might help students better manage their emotions. Ms. Jones told me she appreciated being able to share this information with both certified and classified staff members, and practice her leadership and public speaking skills in the process.
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