tonyalittledlp assignment 1.1

7/28/2019 TonyaLittleDLP Assignment 1.1

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DLP Assignment 1.1

October 16, 2012Tonya M. Little

NCSU NELA Cohort II


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Riverside Middle SchoolWilliamston, NC


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Part 1: Assessing & Enhancing YourSchools Identity Area of Assessment MissionStatementThe mission of RiversideMiddle School's facultyand staff is to enhancethe educational processfor students, parents,teachers, and allcommunitystakeholders.

NotDemonstrated

No evidence of a written statement.

Developing Early stages or draft of a writtenstatement.

Proficient Written statement is in place and usedon a periodic basis by the school tolead school improvement

Accomplished A written statement is in place andused on a regular basis by the school tolead school improvement.

Distinguished A written statement is in place andused as a central factor in leadingschool improvement- pervasivelyknown and used throughout the schoolcommunity.


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Area of AssessmentVision

RiversideMiddle Schooldoes not have avisionstatement.

Not

Demonstrated

No evidence of a writtenstatement.

Developing Early stages or draft of a written

statement.

Proficient Written statement is in place and usedon a periodic basis by the school tolead school improvement

Accomplished A written statement is in place andused on a regular basis by the schoolto lead school improvement.

Distinguished A written statement is in place andused as a central factor in leadingschool improvement- pervasivelyknown and used throughout theschool community.


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Part 2: Referencing the resource

monograph, Developing Your SchoolsOrganizational Identity: Foundation of Collaboration learning Communities andthe NCSSE Standards 1.a, 1.b and 1.c,provide a narrative justifying yourassessment for each of these threecomponents of your schools identity.


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Part 2: Mission Riverside Middle School has a mission statement that was

written with input from staff and the members of the School

Improvement Team. The mission was written when the school was Williamston

Middle School. The mission is posted on the school website. It is not visible

in the school. The mission is referred to mostly by administration in

reference to achievement and promotion of positive

behavior. It is usually stated in phone messages to parents

and stakeholders.


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Part 2: Vision and Beliefs

Currently, there is not a written visionstatement.

Currently there is not a written set of beliefs.


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Part 3: Using a bulleted format,

describe in sequential order fromfirst to last, the 3-5 most

important steps you as a schoolleader would take to improve orenhance your schools currentstatus of its identity.


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1. "If you don't know where you are going,

you probably aren't going to get there .

Yogi Berra .Using a small core team of school

leaders, parents and students, describethe school you want to become.


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2. Have the core team examineexisting data such as

1. Student attendance rates.2. Student tardies.

3. Staff attendance rates and days most often missed.

4. Department or grade-level staff absenteeism.

5. Staff turnover rates.

6. Student enrollment in sports or clubs.

7. Disciplinary incidents (including types of referrals and where they occur among

teachers, teams, and departments) and dispositions (including detention, in-school

suspension, suspension, and expulsion).

8. State assessment results.

9. Local common assessment results.

10. Standardized achievement test results.


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3. The core team along with the school

community needs to create a shared

vision for the school based on a set of

core beliefs to which the school

community can commit. The vision

will need to reflect the school district

vision and goals as well as the state

standards.


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4. Staff, students and other stakeholders (BOE,

parents, guardians, and businesscommunity partners, ) identify and share

their core beliefs and describe how theirideal school would look.


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5. Mission Statement, The Wing Beneath Our

Wings

Next the core team and school community

develops "how-to" statements or action plans that

help the school achieve their vision.

The mission is the touch point that can helpdetermine whether what should be happening is, in

fact, happening.


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To determine the core beliefs

that would guide a vision and

mission statement, I

interviewed staff, students

and parents for one word

that would describe us as

knights. The following video shows

the results
http://www.youtube.com/watch?v=rMBSXRjnXB8&feature=g-upl


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Click on knight

to link tosurvey results.
http://www.youtube.com/watch?v=rMBSXRjnXB8&feature=g-upl


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Whats Next? The core team will attempt to blend key words,

phrases, and concepts into a viable statement. During

this process, they need to ensure that the mission they

are crafting aligns with the new vision statement

specifically, that the steps, actions, and values stated

in the mission are things that will help them achievethe vision.

The relationship between the mission and the vision

must be clear.


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Whats Next?

The vision and mission should be sent home

in newsletters and posted in prominent placesthroughout the school classrooms, hallways,

the cafeteria, and so on to keep it at theforefront of people's minds.


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Whats Next

Develop specific SMART (Specific,

Measurable, Achievable, Relevant, and T ime

Frame) goals to carry out the mission.


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Assignment 1.3: Personal Reflection onStrategic Leadership

Submit a written (No more than 250 words)personal reflection, or other creative product yourchoice, on why the North Carolina Principals and

Assistant Principal (NCPAPA) High PerformanceModel Identifies Strategic Leadership as thedriver of the seven NCSSE and what you as a

school leader will do to advance your currentleadership knowledge, skills, or dispositions in thisstandard to the Distinguished level of performance


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The Ties that Bind..Collaborationdatacontinuous improvement

Give to us clear vision that we may know where to stand and what to stand for.

Peter Marshall

As a school leader, I will seek collaboration with all stakeholdersso that all voices are heard and expressed clearly in the vision,

mission and beliefs of our school. Synergic decisions will be

driven by data to seek continuous improvement and growth of

our students.

This is exemplary of why Strategic Leadership is the driving

factor of the seven NCSSE.


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I will continue to observe, reflect and grow in my current

administrative internship.

I will gain insight into best practices by visiting modelschool programs and reading current literature about

strategic leadership.

I will continue to have meaningful conversations with

my executive leadership coach, to reflect and grow in

my administrative practices.

I will seek opportunities to learn how and develop

leadership in others, because an effective leader is

measured by the leaders he/she leaves behind

tonyalittledlp assignment 1.1

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