DLP: Distinguished Leadership in Practice

NELA Intern Interim Assignment Cindy Miller-Walker October 18, 2013

Assignment 1.1: Assessing and Enhancing Youngsville Elementary Schools Identity Part One Schools Vision Statement: Youngsville Elementary will continue to support the goals of FCS and the North Carolina State Board of Education by producing globally competitive students that are healthy and responsible, incorporating 21st century systems, developing 21st century professionals and leaders who guide innovation. The current status of the vision statement is Proficient, a written statement is in place and used on a periodic basis by the school to lead school improvement. Schools Mission Statement: Youngsville Elementary School focuses on YOUTH, searches for innovative methods with ENTHUSIASM, and believes that SUCCESS is possible for all children. The current status of the mission statement is Proficient, a written statement is in place and used on a periodic basis by the school to lead school improvement. Core Values and/or Belief Statements: The current status of the core values and belief statements is Not demonstrated- no evidence of written core values/and or belief statements. Part Two: Justifying the Assessment of the Schools Identity Youngsville Elementary is well known for its high academic achievement overall when looking at school performance. However, I am not convinced that that success is whole-heartedly tied to the vision and mission. In discussion with my Mentor Principal about the assessment of the vision, mission, and core values and/or belief statements, we both agreed on the current status of each component. We believe that our faculty and staff are aware of the mission but that it may not be intentionally focused on in everyday lesson planning. My Mentor Principal also believes that core values and beliefs should be embedded in the vision and mission statements; therefore, he did not see a need for them to be a separate statement. I believe that they should be embedded as well but still should be written statements. Core values and belief statements get into the specifics, or the details

of the vision and mission statements. They affirm the vision and the mission. I am not sure if our faculty and staff are knowledgeable of the vision statement even though it is written in the School Improvement Plan. The mission statement is nicely framed and posted in each classroom and is easy to remember. However, I do not see that the vision and mission are embodied in the life of the school community as a whole. Specifically the searches for innovative methods with ENTHUSIASM phrase raises concerns for me. I observe few teachers applying innovative methods in their classroom instruction, the use of too many worksheets, and not enough hands-on practice of common core objectives. We have technology in the form of smart-boards, but they are often used to display a worksheet that was assigned for homework-used like an overhead projector. Very rarely are students using the smart-board for hands-on learning. We do not have mini laptops or i-pads for student use. The phrase believes that SUCCESS is possible for all children is not too evident to me. I say this because 16 kindergarten students were retained last school year, that is almost an entire class in some schools. I wonder what was done to help and monitor these students during their first year of kindergarten, did they have PEPs that were used with fidelity, was RtI implemented? I know that there is much resistance to and reluctance to implement RtI as well as Wireless Generation and other new initiatives in our district. I have observed a lot of complacency and stagnation. In conclusion, I feel that our school needs to be refocused on our mission, repurposed as to why we are here and that we should actually develop some core values and belief statements.

Part Three Next steps to Improve or Enhance Schools Current Status of Identity
1. Revisit/reframe vision and mission statements. 2. Envision both- what do they look like for us in our classrooms, throughout our campus, and in the community (done in PLCs) 3. Develop core values and belief statements based on our vision and mission. 4. Revisit our School Improvement Plan possibly revise. 5. Create an action plan for ensuring the vision, mission and belief statements as the driving force for the classrooms, school and the surrounding community.

Assignment 1.3: Personal Reflection on Strategic Leadership

NCPAPA High Performance Model identifies strategic leadership as the driver of the seven NCSSE. Based on observations and current readings strategic leadership is the driving force of schools. According to the NCSSE, strategic leaders know that the schools identity in part is derived from the vision, mission, values, beliefs, and goals of the school, the processes used to establish these components, and the ways they are embodied in the life of the school community. Strategic leaders lead change by articulating a vision and implementation strategies for improvements and changes which ultimately result in improved achievement for all students. Strategic leaders use the School Improvement Plan to provide structure for the vision. They utilize processes in distributive leadership and decision making throughout the school. Strategic leadership also involves encouraging members of the organizations to follow their ideas and to provide opportunities for professional growth and development. Everything done by a strategic leader is purposeful and intentional. As a school leader I will create experiences where the faculty and staff identifies the schools vision, mission, core values and goals. I will develop the reason we exist. Together with faculty and staff input we will develop vision and mission statements that will be reality in our school community, not just written statements. I will implement planning sessions through PLCs and the SIP team to assist in the development of our goals. I will use the NC Teacher Working Conditions Survey and other data sources as a tools to guide us in the direction of continuous school improvement At first glance, the question of How will I advance my current knowledge to the Distinguished level of performance? seemed a bit overwhelming to me. Then on second thought I remembered go slow to go fast and to thine own self be true. I will begin with small steps involving myself, and then others. First I will be committed to the vision and mission by living it for the sake of the students that we serve and by being visible throughout the school community to keep abreast of what happens in our school. Second, I will always practice self-awareness and be mindful of the diversity surrounding me. This includes intentionally striving to establish positive relationships through conversations with each staff member. It also includes not forcing my ideas on anyone but seeking to understand others thinking and rationale behind their actions. Third, I will seek a core group of faculty and staff who demonstrate an observable similar commitment to students and want ownership in our school community. I will start with this small group to begin improving our school. I will not stop

until our school lives and breathes our vision, mission and core values and beliefs.