STANDARD ONE
School executives 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.
1A. School Vision, Mission & Strategic Goals
The school executive leads the discussion about standards for curriculum, instruction and assessment based on research and best practices in order to establish and achieve high expectations for students.
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Mission & Vision at South Johnston
Our mission and vision here at South Johnston High School are directly tied to student success based off of the JOCO 2020 model. Our objective is to create a positive learning community where students and teachers are held to high expectations, and all learners are equipped with 21st-century skills while incorporating instructional technology. Our focus is on building well-rounded citizens who will one day become trailblazers for our community. After this year we will be looking to rewrite our mission and vision as this is the last year of the JOCO 2020 model. |
1B. Leading Change
The school executive creates processes and schedules which protect teachers from disruptions of instructional or preparation time.
Problem of Practice-At South Johnston High school, I developed a problem of practice that focuses on closing the achievement gap for minority students while increasing the opportunities and awareness for post-secondary education. We graduate 95% of our minority students but only 21% leave South Johnston prepared for a 4-year college, 2-year college, military, or trade. The problem of practice will be accomplished through targeted interventions, remediation, and the promotion of cultural awareness. I have begun building relationships with local HBCUs, military branches and well community colleges to promote all the various opportunities for our students. The stakeholders within the school are excited about this opportunity. All counselor has graciously provided me with their time for and resources for College Application day, Ms. Ward and I have collaborated in setting up college tours to The University of North Carolina at Chapel Hill and North Carolina A&T State University. To promote cultural awareness our Principal Mr. Weaver provided me with resources to celebrate the school’s first-ever Black History Month initiative. We started working with teachers from every department. We were able to provide activities for students during Black History Month as well as Hispanic Heritage Month.
1C. School Improvement Plan
The school improvement plan provides the structure for the vision. Values, goals and changes necessary for improved achievement for all students.
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School Improvement Plan- School Improvement Team
I serve on the leadership/school improvement team. We meet once a month to assess the action steps and discuss the implementation process. This plan serves as the primary guide used to lead school change and reform. My job within the SIP is to create duty roster and instructional schedules that minimize disruption to both class and planning periods, create a schedule for professional learning communities, and ensure quality instruction is provided in the case of a long term substitute. The Summary Report shows our SIP team roster and our current progress on each indicator. In the SIP process, I have learned that there are a lot of moving pieces that have to be in place in order for the day to day operations to transition smoothly. You need leaders in the building who you can trust to not only execute the vision of the school but lead others to do the same. |
1D. Distributive Leadership
The school executive creates and utilizes processes to distribute leadership and decision making throughout the school.
Athletic Coverage
I developed the athletic game duty roster for the school year. Each teacher was responsible for attending 5 games for the year. Teachers can break up the duty coverages between fall, winter, and spring sports. Since we are short-staffed and have limited funds, we have to be creative in running the building's day to day operation. As an incentive, all volunteers ate for free at the concession stands.
I developed the athletic game duty roster for the school year. Each teacher was responsible for attending 5 games for the year. Teachers can break up the duty coverages between fall, winter, and spring sports. Since we are short-staffed and have limited funds, we have to be creative in running the building's day to day operation. As an incentive, all volunteers ate for free at the concession stands.
School Placement
During my time at SouthWest Edgecombe I was charged with the opportunity to serve as the lead administrator at the feeder middle school and Elementary schools Coker-Wimbley and West Edgecombe Middle.
During my time at SouthWest Edgecombe I was charged with the opportunity to serve as the lead administrator at the feeder middle school and Elementary schools Coker-Wimbley and West Edgecombe Middle.